Journal of value creating in Business Management

Abstract The aim of this research is to design a marketing process model for customer relationship management in digital platforms of the banking industry. The research method is applied in terms of its purpose and qualitative in terms of its implementation. The statistical population of the study included 16 marketing experts, academics, and banking industry managers, selected through purposive or snowball sampling. Semi-structured interviews were used to collect data. Data analysis and coding were conducted in grounded theory. Based on the results of qualitative analysis, five categories of overarching categories were identified, including: causal factors of the customer relationship management model in digital platforms in the banking industry (technology, organizational, individual, technological factors) Phenomenon-oriented factors (electronic channels, company organization, employee empowerment) Strategic factors (electronic marketing, customer interaction, internal exchanges, learning and innovation) Contextual factors (trust-building behavior) Intervening factors (political factors, organizational factors) The outcomes (customer satisfaction and loyalty, customer trust) were identified. The results of the quantitative section, while confirming the research hypotheses, showed that the proposed model has appropriate validity.

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 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
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 aim of the present study is to identify and prioritize key capabilities that affect marketing performance in small and medium-sized businesses. In the qualitative part, this study examined 5222 initial articles using a meta-synthesis and systematic review of research literature published between 2019 and 2025, and after staged qualitative and content screening, 42 eligible articles were selected for analysis. By analyzing the content of the selected articles in MAXQDA software, 224 initial codes were finally categorized into 8 final categories. In the quantitative part, in order to prioritize these capabilities, the analytic hierarchy process was used with the opinions of 10 industry experts, and the reliability of the results was confirmed with a discrepancy rate of less than 0.1. The results show that the most important final categories include integrating customer relationships and the effectiveness of marketing strategies, innovation and networking for sustainable competitive advantage, agile adaptation to market-driven innovation, data-driven digital transformation, developing digital support ecosystems, low-cost entrepreneurial marketing, and green marketing strategies. From the experts’ perspective, the three capabilities of “effective implementation of the marketing plan”, “product innovation”, and “multi-channel marketing” are of the greatest importance in improving the marketing performance of small and medium-sized businesses. It is suggested that managers of these businesses improve their marketing performance by developing documented marketing plans, developing product innovation based on customer interaction and integrating presence in online and offline channels. Introduction In today’s world, small and medium-sized businesses are known as the engines driving innovation, economic growth, and employment; but in the face of challenges such as resource constraints, lack of expertise and digital transformations, their marketing performance is increasingly under pressure (D’Angelo & Presutti, 2019; karamipour meysam, 2023). Marketing performance in these firms depends on their ability to achieve marketing objectives such as increasing sales, growing market share, and promoting customer loyalty. Numerous studies have shown that developing marketing capabilities, including internal and operational capabilities such as effective resource utilization, implementing innovative strategies, and promoting brand, play a decisive role in improving marketing performance (Adesoga & James, 2019). Factors such as product innovation, service differentiation, and the use of digital tools including social media and data analytics have been identified in the literature as key drivers of competitiveness enhancement (Al Koliby et al., 2024; Khan et al., 2019). However, small and medium-sized businesses have faced challenges in effectively utilizing these digital capabilities. Previous studies have mainly examined topics such as marketing performance and marketing capabilities in the context of specific industries or large organizations, and less has been done on the structured and prioritized analysis of these capabilities in the context of SMEs. (Agusdin et al., 2023; Hendar et al., 2020) Therefore, the present study first extracted marketing capabilities in the research literature using the meta-synthesis method; then these factors were prioritized from the perspective of industry experts using analytical hierarchy process. Therefore, the study seeks to answer its main question, "Which of the marketing capabilities, based on the evidence of past studies, has the greatest impact on improving the marketing performance of SMEs and what is their priority according to industry experts?" The answer to this question can lead to the development of a theoretical framework to guide managers' decisions in allocating limited resources and increasing the effectiveness of marketing strategies in small and medium-sized businesses. Theoretical Framework Marketing Performance in Small and Medium-sized Enterprises (SMEs) Marketing performance, as a key indicator for evaluating business success, indicates the extent to which a business achieves its marketing goals through metrics such as sales growth, market share, customer loyalty, and profitability. This performance is influenced by factors such as customer satisfaction, brand awareness, click-through rate, conversion rate, and social interaction. In domestic and foreign research, marketing performance has been measured quantitatively through financial indicators and qualitatively through customer perception. (Darmanto et al., 2022; Habib et al., 2021; Mamontova et al., 2024). Domestic studies have also shown that factors such as brand management, innovation, social media, and cultural adaptation of products play a key role in improving the marketing performance of SMEs in Iran (Ahmadi-Esfahani, 2024; Safari et al., 2018; Omidi & Moghimian, 2024). Marketing Capabilities in Small and Medium-Sized Businesses Marketing capabilities refer to the internal and operational capabilities of an organization in effectively utilizing resources, knowledge, and new technologies to create competitive advantage. These capabilities have been examined in the literature using the RBV theories, dynamic capabilities, relational capital, and the TOE framework (Teece, 2023; Farida et al., 2024; Salah & Ayyash, 2024). A review of studies shows that capabilities such as product innovation, digital marketing, market orientation, customer relationship management, and marketing intelligence play a key role in the success of SMEs (Rezvani & Fathollahzadeh, 2020; Wibawa et al., 2022). At the operational level, the development of intelligent marketing systems, information technology integration, and market sensing are considered to be the most important capabilities (Wirawan et al., 2021; Mulyana et al., 2024). In this regard, Hooley's (1999) three-layer model has also been used as a structured framework for classifying marketing capabilities at three levels of marketing culture, marketing strategy, and marketing operations (Hooley, 1999). This research attempts to redefine this classification by using the meta-synthesis and analytic hierarchy process method and provide a comprehensive and prioritized framework for improving marketing performance in SMEs. Research Methodology In the qualitative section, the meta-synthesis method was used as a systematic method to analyze previous studies. Data were extracted from 5222 articles indexed in reputable databases between 2019 and 2025. By applying the inclusion and exclusion criteria, 43 selected articles were analyzed using MAXQDA software and 224 conceptual codes were classified into 8 main categories. In the quantitative and analytical hierarchy process (AHP) section, data were collected through a paired comparison questionnaire from the perspectives of 10 experts in the field of marketing and SMEs. Data analysis was performed with Excel software, and a discrepancy rate index of less than 0.1 indicated the validity of the responses. Research findings Customer relationship integration and strategic marketing effectiveness, agile adaptation and market-oriented innovation in SMEs, sustainable competitive advantage through innovation and networking, data-driven digital transformation for smart marketing, supporting ecosystem and digital empowerment, cultural brand positioning in niche markets, entrepreneurial marketing with an agile and low-cost approach, and green marketing strategies for competitive sustainability are among the categories obtained. In the quantitative and hierarchical analysis section, data was collected through a paired comparison questionnaire from the perspectives of 10 experts in the field of marketing and SMEs. Data analysis was performed with Excel software and a discrepancy rate index of less than 0.1 indicated the validity of the responses. The most important categories according to the experts were respectively: implementation of the marketing plan (0.451), product innovation (0.233), multi-channel marketing (0.162), strategic collaboration (0.061), and aggressive sales (0.049). Conclusion This study aimed to identify marketing capabilities that have an impact on improving the marketing performance of SMEs and prioritize them according to industry experts. Based on the results, it was determined that “implementation of the marketing plan” has the greatest impact on improving marketing performance; because it is aligned with components such as “customer relationship integration”, “data-driven digital transformation”, and “agile entrepreneurial marketing” in previous research (Mishra et al., 2024; Salah & Ayyash, 2024; Sutanto et al., 2024). This capability, playing a key role in operationalizing strategies, is doubly important, especially in resource-constrained conditions in SMEs (Hendar et al., 2020; Rezvani & Fathollahzadeh, 2020; Shaferi et al., 2024). Also, “product innovation”, which is linked to components such as “agile adaptability”, “sustainable competitive advantage”, and “entrepreneurial marketing”, was identified as the second priority. This finding is consistent with previous studies that emphasize that innovation in SMEs should be fast, market-oriented, and low-risk (Afriyie et al., 2020; Khasanah & Sukresna, 2023; Wirawan et al., 2021). “Multichannel marketing” has also been proposed as a third capability, alongside “cultural brand positioning” and “digital transformation” (Agusdin et al., 2023; Hendar et al., 2020; Nuryakin & Maryati, 2022; Shaferi et al., 2024). This capability helps maintain customer loyalty and enhance customer experience through message consistency across different digital and traditional channels. For future research, it is suggested to follow three paths: (1) empirically testing the proposed model with quantitative methods such as structural equation modeling, (2) comparative analysis of marketing capabilities across industries or countries to explore cultural and structural differences, and (3) developing standardized metrics to measure these capabilities in practice.

Abstract Abstract This study was conducted to investigate the mediating role of emulation and status-oriented consumption in the effect of consumer materialism on the intention to purchase Apple products. The research method is applicable in terms of its purpose, quantitative in terms of its implementation method, and descriptive-correlational in terms of its nature and method. The statistical population of the study was all consumers over 18 years of age of the Apple brand in Yazd. The statistical sample was selected from the aforementioned individuals using the convenience sampling method. A standard questionnaire based on the 5-point Likert scale was used to collect research data. The content validity of the tool was confirmed by experts and Cronbach's alpha method and composite reliability were used to measure the reliability of the tool. By distributing the questionnaire, the validity of the tool 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 consumer materialism does not have a direct positive and significant effect on Apple brand consumers' purchase intention. However, the mediating role of status-oriented consumption and emulation in the relationship between materialism and purchase intention was confirmed. Introduction Consumer materialism is one of the key variables in consumer behavior research. Consumer materialism is defined as a system of deep beliefs and values ​​on the importance of having and obtaining material goods; such that materialistic consumers place ownership and collection of goods at the center of their lives and see it as a way to achieve personal satisfaction, happiness, and social identity (Shammout et al., 2022). Consumer materialism can be described as a value-based orientation in which material goods and the consequences of owning them are the main criteria for measuring one’s success, happiness, and status in society; such consumers tend to exhibit more impulsive buying behaviors, dependence on goods, and status competition (Štefko et al., 2025). Studies show that the motivation to purchase luxury brands has increased significantly for Asian consumers. Cultural values ​​have been shown to influence consumer behavior in many studies. Establishing the relationship between cultural values ​​and the motivation to consume luxury goods is useful for luxury goods marketers. Materialism seems to be one of the important factors affecting the intention to purchase luxury goods (Shammout et al., 2022(. Status-oriented consumption, the tendency to wear expensive and flashy clothes, the tendency to consume expensive goods, the display of honors, and the desire to show off one's lineage are among the characteristics of the affluent class of societies (Safari, 2024). Other behavioral characteristics of this class include: avoiding productive and physical work, pretending to be comfortable, tendency towards conservatism to make oneself appear respectable, tendency to show off one's lineage, longevity, and a competitive and predatory nature. Along with competitive methods, this class is always busy with consumption, extravagance, and ostentatious self-display to show off their honors in order to vanquish others in the battlefield. Another type of consumption considered in this study is the display or show-off consumption, the main purpose of which is to attract the attention of others and differentiate themselves from others, which is done with the emulation (Yang et al., 2025). In Iran, consumer behavior patterns have undergone significant changes in recent years and have tended towards consumerism, which reveals the need for investigation and behaviorism more than ever. In describing the new wave of consumerism in the last few years, we can point to issues such as oil revenues (and as a result, the uncontrolled import of final consumer goods), the targeting of subsidies (the emergence of new consumer classes and the creation of a fixed monthly income for a part of society), the rejuvenation of society, etc. In light of the above explanations, the main issue of this research is the effect of consumer materialism on purchase intention with regard to the mediating role of the variables of emulation and status-oriented consumption among Apple brand consumers in Yazd. Theoretical foundations Consumer materialism Consumer materialism is a personal goal that leads individuals to have a greater commitment to buying and owning material goods. On the other hand, materialism is an individual's attachment to material things and worldly possessions to achieve their desires. Materialists consider the acquisition of goods as their personal goal, which affects their lifestyle (farhodi et al., 2025). Status-oriented consumption Status-oriented consumption refers to a pattern of consumer behavior in which individuals choose goods and brands to display their social status, success, and distinction from others. Contemporary research considers status-oriented consumption beyond mere display consumption and analyzes it as a multidimensional construct related to social identity, self-concept, and symbolic brand values ​​(Han et al., 2022). In today's markets, premium technology brands such as Apple have provided a suitable platform for the emergence of status-oriented consumption due to their global reputation, high price, and distinctive design. Prestige-seeking motives are even stronger predictors of purchase intention for prestige brands compared to functional factors such as perceived quality (Han et al., 2022). Emulation Emulation refers to a situation where an individual desires to have similar expensive objects or goods or to do relatively similar tasks and activities that his friends or those around him do; because the individual is worried about being considered less important than others in social terms. Emulation has caused consumers to focus on social and emotional needs in addition to functional needs, and emulation-based shopping is often an irrational purchase and is made to define the identity of the users by the product (Sojoodi, 2024). Štefko et al. (2025) examined the "Relationship between materialism, consumer ethnocentrism and compulsive shopping in the Slovak market". The results showed that higher levels of materialism are directly related to higher levels of compulsive shopping; but the mediating role of ethnocentrism between materialism and compulsive shopping was not confirmed. Barbieri et al. (2025) investigated the "Relationship between consumer materialism and impulse buying". The study included a systematic review and meta-analysis, and scientific literature was reviewed until March 2024. In total, 55 studies were selected according to the inclusion criteria. The results showed that there was a positive and significant correlation between impulse buying and all dimensions of materialism. Age and gender did not play a significant role in moderating the relationship. Şen Doğan (2025) investigated the "Effect of materialism on impulse buying through the Diderot effect among 416 adult consumers in Turkey in digital environments". The results showed that materialism increases the Diderot effect. The Diderot effect strengthens impulse buying. Materialism affects impulse buying both directly and indirectly through the Diderot effect. Research Methodology This study is applicable in terms of purpose, and descriptive-correlational in terms of method. The statistical population of the study is all consumers of the Apple brand over 18 years of age in Yazd. To collect data, a researcher-made questionnaire on a five-point Likert scale was used. The findings from the Cronbach's alpha test and composite reliability to measure the reliability of the research tool are reported in Table 2. To examine the validity of the tool, content validity (expert opinion survey) was used and its validity was confirmed. Then, by distributing the questionnaire, the validity of the tool was measured with three methods: construct validity (external model), convergent validity (AVE), and divergent validity. The AVE value for all research variables must be greater than 0.5. In order to test the research hypotheses, structural equation modeling was used in the context of smart pls2 statistical software. Findings The variables of status-oriented consumption and emulative behavior play a full mediating role in the effect of consumer materialism on purchase intention, and the findings also showed that consumer materialism affects the purchase intention of Apple brand consumers in Yazd through the variables of status-oriented consumption and emulative behavior. Discussion and Conclusion The results showed that the direct effect of consumer materialism on purchase intention is not significant. This is consistent with the findings of Shammout et al. (2022) which concluded that the direct relationship between materialism and the intention to purchase luxury goods of Jordanian consumers is not significant. In other words, they found that Jordanian consumers purchase luxury goods more to maintain their social status and to follow the current trends in their social groups. Another result indicated that consumer materialism has a significant and direct effect on status-oriented consumption. This finding is consistent with the findings of Dinh & Lee (2024) who found that exposure to social media content and influencers activates social comparison processes and strengthens materialistic tendencies and ultimately the tendency to status-oriented consumption (Dinh & Lee, 2024). The results showed that consumer materialism has a significant effect on consumers' purchase intention through the mediation of status-oriented consumption. The result of this study is consistent with Balabanis & Stathopoulou (2021) who found that materialistic consumers are more inclined to make status-oriented purchases. This indicates that consumers with high materialistic values ​​are more inclined to consume for prestige and status and are likely to be driven to purchase under the influence of the need for uniqueness (Balabanis & Stathopoulou, 2021). Materialists tend to buy symbolic goods to restore or enhance their social image, and this status-oriented behavior can lead to purchase intention (especially for luxury or symbolic goods) (Dinh & Lee, 2024). The results showed that consumer materialism has a significant effect on consumers' purchase intention through the mediation of mediatory and emulation. The result of this study was consistent with the study of Shammout et al, (2022). It showed that materialism in societies with higher percentages of social attitudes can be described as traditions and norms within a cultural environment where interpersonal influences are strong and people tend to conform to others until materialism becomes their social norm (Shammout et al., 2022).

Abstract Abstract The aim of this research is to design and validate a corporate governance measurement model with an emphasis on physical asset management with a fuzzy Delphi approach and factor analysis (case study: thermal power plants in the country). This research is classified as mixed research (quantitative-qualitative) in terms of strategy. The fuzzy Delphi method was used in the qualitative part and the first and second order confirmatory factor analysis was used in the quantitative part. The panel members in the fuzzy Delphi method were fifteen experts and the number of samples in the confirmatory factor analysis was estimated to be 156 samples. The fuzzy Delphi method was implemented in three rounds and the experts reached a consensus on the selected indicators. The number of panel members in this part was fifteen. The fuzzy Delphi method was used for data analysis in the qualitative part, and SPSS and PLS were used in the quantitative part. The results showed that the designed model consists of ten dimensions include 1) strategy; 2) process optimization; 3) equipment; 4) management and support systems; 5) supply chain management; 6) performance management and evaluation; 7) work management and organization; 8) primary care; 9) teamwork with a focus on a systems perspective and 10) employees. According to the results obtained in line with the identified dimensions, the process optimization dimension with a path coefficient of 0.856 was identified as the most important dimension, performance management and evaluation with a path coefficient of 0.832 as the second dimension and equipment with a path coefficient of 0.83 as the third important dimension in the model. Introduction Corporate governance is recognized as a requirement for achieving market integrity and efficiency, financial stability, and economic growth, and several mechanisms are used to strengthen the supervisory and control functions of corporate governance, effectively regulate management power, and protect stakeholder interests (Hassan & Saleh, 2023), and this view can be explained according to agency theory (Shepardson, 2019). In general, the role of corporate governance as a tool for legitimizing and its relationship with investment risk and return can be analyzed. In this analysis, legitimacy is understood as the adoption of voluntary practices to obtain the highest level of corporate governance and, as a result, gain more credibility in the market (Miranda et al., 2021). Hence, one of the main motivations for companies to adopt corporate governance practices is to legitimize them in the market. Legitimacy can be defined as the need for an organization to establish itself as an existential philosophy in the face of the market. For this reason, adopting management practices that are well accepted by the market can be a strategy for legitimizing the organization, which is beneficial to the investment environment and encourages investment. Legitimizing causes the organization to experience less volatility among other organizations in the event of financial crises and its investors to bear less risk. Therefore, for organizations, considering their ability to legitimize themselves and provide higher returns to investors, being at a higher level of corporate governance would be a logical strategy (Rossoni & Mendes-Da-Silva, 2018). Therefore, corporate governance with a focus on physical asset management can be one of the acceptable strategies in the market of various industries (Elnahass et al., 2022). The management of physical assets such as buildings, infrastructure, facilities, and transportation is a branch of the asset management discipline. Today, asset management is widely used in academia and industry as a business process and as a strategic discipline. Asset management is defined as a coordinated activity of an organization to monitor, control, use, and value the assets of an organization. This mechanism involves balancing costs, opportunities, and risks against the desired performance of assets to achieve organizational goals. The life cycle of a typical asset consists of five main stages: acquisition, deployment, operation, maintenance, and retirement. In this regard, physical asset management takes steps and moves with appropriate strategies for each of the five stages. However, physical asset management in various industries has shown that despite numerous measures, shortcomings were identified after its implementation, which led to poor performance for the organization. These shortcomings occurred not only from a safety and financial perspective, but also from a social and environmental perspective and have a destructive impact on organizations (Moerman et al., 2021). Considering the material presented in this article, we are looking for the question: how is the designing and validating of a corporate governance measurement model with an emphasis on physical asset management using a fuzzy Delphi approach and factor analysis (case study: thermal power plants in the country)? Theoretical Framework Physical Asset Management Physical asset management is known as a set of activities related to the identification of required assets, which generally follows the identification of financial needs; acquisition of assets; provision of logistical and maintenance support systems for assets and disposal or renewal of assets, to effectively and efficiently achieve the desired goal. Hence, physical asset management focuses on asset identification; identification of performance requirements; asset performance assessment; maintenance plan; management of repair and maintenance operations; life cycle cost analysis; life cycle analysis and asset life prediction (Brous et al., 2019). Farahmand et al. (2025) studied the modeling of corporate governance in the economic growth of companies listed on the Tehran Stock Exchange. In their research, they acknowledged that corporate governance has a significant effect on the economic growth rate. Yusefi et al. (2025) examined the provision of an integrated framework for managing physical assets of oil and gas wells with a focus on life cycle management. The results show that the six dimensions of cultural change and organizational context, well equipment information management, prevention of premature deterioration, optimization of programs and resources, life cycle management and performance management and continuous improvement, will have a significant impact on the coherence and optimal management of programs and activities in the management of physical assets of equipment-oriented manufacturing companies. Research Methodology This research is classified as mixed research (quantitative-qualitative) in terms of strategy. The fuzzy Delphi method was used in the qualitative part and the first and second order confirmatory factor analysis was used in the quantitative part. The panel members in the fuzzy Delphi method were fifteen experts and the number of samples in the confirmatory factor analysis was estimated to be 156 samples. The fuzzy Delphi method was implemented in three rounds and the experts reached a consensus on the selected indicators. The number of panel members in this section was fifteen. Research findings For data analysis in the qualitative section, the fuzzy Delphi method was used, and in the quantitative section, SPSS and PLS were used. The results showed that the designed model consists of ten dimensions, which include 1) strategy; 2) process optimization; 3) equipment; 4) management and support systems; 5) supply chain management; 6) performance management and evaluation; 7) work management and organization; 8) primary care; 9) teamwork with a focus on a systems perspective, and 10) employees. According to the results obtained in line with the identified dimensions, the process optimization dimension with a path coefficient of 0.856 was identified as the most important dimension, performance management and evaluation with a path coefficient of 0.832 as the second dimension, and equipment with a path coefficient of 0.83 as the third important dimension in the model. Conclusion The present study aimed to design and validate a corporate governance measurement model with an emphasis on physical asset management using a fuzzy Delphi approach and factor analysis (case study: thermal power plants in the country). The results of this study are consistent with the results of Farahmand et al. (2025), Yusefi et al. (2025), Aslani et al. (2025), Ghaeed et al. (2024), Kazemi (2024), and Maletič et al. (2020). Yusefi et al (2025) showed that six dimensions; cultural change and organizational context, well equipment information management, prevention of premature deterioration, optimization of programs and resources, life cycle management and performance management and continuous improvement, will have a significant impact on the coherence and optimal management of programs and activities in the management of physical assets of equipment-oriented manufacturing companies.To improve and strengthen corporate governance with an emphasis on physical asset management, it is recommended that special attention be paid to these three dimensions, process optimization, performance management and evaluation, and equipment, compared to other dimensions.

Abstract The aim of this study is to design an indigenous managerial model of the Central Bank’s digital supervision for forward‑looking policymaking in Iran’s banking system. This research adopts a qualitative descriptive–exploratory approach to examine the experiences and perspectives of experts. The study population consists of 20 senior managers from the Central Bank, state‑owned and private banks, as well as fintech specialists, who were selected through purposive sampling. Data were collected through semi‑structured interviews. The data were analyzed using MAXQDA software.The results revealed 184 initial codes, which were categorized into 42 sub‑themes and three main dimensions: (1) structural dimensions, (2) process dimensions, and (3) human dimensions. The findings indicate that the proposed model has the potential to reduce systemic risks by 40 percent and is compatible with Iran’s domestic conditions, including international sanctions and geopolitical tensions. This study addresses the existing gap in localized digital supervision models and offers practical recommendations such as the approval of the CBDC regulatory bill and the implementation of annual training programs by the Central Bank of Iran (CBI). Ultimately, the proposed model provides a strategic framework for forward‑looking policymaking in Iran’s banking system and contributes to enhancing financial sustainability and digital innovation.

Abstract Abstract The present study aimed to identify and explain the medical tourism marketing pattern with an emphasis on the quality of medical services. This study was designed in terms of qualitative methodology and based on a phenomenological approach to examine in depth the experiences and perspectives of experts in the field of medical tourism and managers of medical centers and hospitals with international units. The statistical population included academic experts and managers of medical centers in Tehran, and by conducting fifteen semi-structured interviews, the researcher achieved theoretical saturation. Data were collected and conceptually analyzed using an interview protocol, and to ensure validity and reliability, triangulation techniques, research audit, and data analysis by several independent coders were used. The findings showed that several factors, including competitive treatment costs, quality of services, access to specific specialties, effective marketing, provision of after-treatment services, and use of communication technologies, play a decisive role in patients' experience and satisfaction. The results of the study can help managers and policymakers to improve the quality of medical services and medical tourism marketing by designing effective strategies, improving the monitoring and nursing system after treatment, and paying attention to the experience of foreign patients. Introduction Medical tourism is one of the emerging and growing areas in the health and tourism industry that encourages patients to travel to destinations outside their home area to receive medical, diagnostic, or cosmetic services (tang et al., 2025). This type of tourism does not only include receiving medical services, but also the patient experience includes after-treatment care, interaction with personnel, use of new technologies, and benefiting from ancillary services such as accommodation and transportation. The importance of aftercare in medical tourism is twofold, as foreign patients do not have direct access to healthcare providers after returning to their home country, and follow-up on treatment status requires coherent and reliable systems (Tran & Rudolf, 2022). This area includes patients’ travel to receive diagnostic, therapeutic, rehabilitation or cosmetic services outside their place of residence, and the patients’ experience in this process is influenced by a set of medical, financial, cultural and social factors. Patients’ decision to choose a treatment destination depends above all on the quality of healthcare services and competitive costs. Providing high-standard healthcare services, the reputation of hospitals and the experience and expertise of doctors, along with transparent pricing of medicines and appropriate treatment packages, increases patients’ trust and strengthens their motivation for medical travel (kumar et al., 2025). In addition, access to specific specialties and modern information and communication technologies play a key role in the patients’ experience. Patients often seek treatments that are limited or unavailable in their home country, and the use of online technologies, such as consultation platforms and telemedicine services, provides easy access to information and specialized consultations before and after treatment. In addition to facilitating treatment planning, these reduce concerns and increase patient satisfaction (Cynthia et al., 2025). Medical tourism marketing, as one of the determining factors in attracting foreign patients, improves the treatment experience by providing special treatment packages, targeted advertising, and attention to the patient's culture and language. Creating user-friendly websites, displaying the cultural and social environment of the destination, and providing the possibility of comparing services and prices, helps patients make informed decisions. Also, paying attention to the patient's culture and language and providing multilingual services facilitates effective communication between patients and medical staff and increases their satisfaction (Hanna et al., 2021). Aftercare services and monitoring and care systems are also vital components of medical tourism. Tracking patients’ condition, providing rehabilitation and aftercare services, conducting periodic surveys, and analyzing feedback improve the quality of services and enhance the patient experience. Also, establishing quality control systems and continuous monitoring of the services provided play an important role in standardizing treatment and increasing the credibility of medical centers. These measures not only improve the quality of services, but also increase competition between medical centers and the sustainable development of the medical tourism industry (sadatreshadi et al., 2025). Given the increasing growth of medical tourism globally, hospitals and medical centers are facing the challenge of competing to attract international patients. Many medical centers lack a comprehensive model for effective marketing and managing the experience of foreign patients, and insufficient information about service quality, costs, and specialties reduces patient trust and choice. Also, the lack of monitoring and providing post-treatment services reduces the opportunity for patients to return and repeat visits. Therefore, the researcher seeks to answer the question: What is the medical tourism marketing model with an emphasis on the quality of medical services, a qualitative approach: phenomenology? Theoretical Basis Medical Tourism Medical tourism is an emerging and growing branch of health tourism that has attracted the attention of many researchers and decision-makers in the field of health and tourism in recent decades due to the development of medical technologies, increasing the quality of health services, and the globalization of access to information. In this type of tourism, patients travel from their place of residence to another destination in order to receive medical, diagnostic, or cosmetic services, and their experience includes a set of medical interactions, welfare services, and travel experiences. This phenomenon is not only considered an economic opportunity for countries, but also a tool for improving the quality of health services and improving the patient experience (yu et al., 2025). Research Background Farzinmehr et al. (2025) studied "Providing a marketing model for health tourism with an emphasis on medical equipment". The findings showed that economic and policy factors indirectly affect marketing development through infrastructure and service quality. Infrastructure conditions have a positive and significant effect on service quality, patient experience, and marketing development, but its direct effect on destination image was not significant. Service quality indirectly affects marketing development through patient experience, and marketing and destination image directly enhance the development of health tourism. Emami et al. (2025) studied "Designing a Customer Relationship Management Model Based on Artificial Intelligence in Digital Marketing of Services in the Health Tourism Industry". The results of the study showed that the causal conditions in the study include promoting market competition, improving relationships, automatic data analysis, empowerment; and the contextual conditions include customer data management, intelligent services. Methodology The present study was designed to investigate the effective factors in medical tourism marketing, which is qualitative and based on a phenomenological approach. This approach allows the researcher to deeply understand the experiences, perspectives, and meanings of phenomena from the perspective of informed and relevant individuals in the field of medical tourism and to achieve conceptual analysis and accurate inference from the data. The statistical population of this study included two groups of experts and stakeholders in the field of medical tourism: first, academic experts who had scientific and research publications in the field of medical tourism marketing, and second, managers of medical centers and hospitals that had international units and were active in the field of medical tourism in Tehran. By conducting fifteen semi-structured interviews, the researcher reached a level of theoretical saturation; meaning that the information obtained was repeated and receiving new data did not provide additional and new information. The average time for each interview was about 60 minutes, and the sample composition included 7 women and 8 men with bachelor's, master's, and doctoral degrees and with different employment statuses, all of which are reflected in Table 1. The data collection tool in this study was a semi-structured interview protocol. This tool allows the researcher to clearly ask the main questions while maintaining the flexibility to follow up on emerging issues and unique responses from participants. Research findings The research findings show that high quality of healthcare services, competitive costs, and access to specific specialties play a major role in attracting foreign patients. Also, positive experiences of previous patients and the provision of transparent and accessible information increase patients’ trust and facilitate their decision-making to choose a treatment destination. Providing after-treatment services and patient monitoring improves patient satisfaction and return. Finally, combining these factors with targeted marketing and multilingual information forms a successful model for medical tourism. Discussion and Conclusion The results showed that the quality of healthcare services plays a major role in choosing a treatment destination. The credibility of doctors, their experience and expertise, and compliance with international standards increase patients’ trust and satisfaction. Studies by Kumar et al. (2025) show that improving the quality of treatment not only increases the level of patient satisfaction, but also leads to patients returning and recommending them to others. Therefore, implementing quality control systems and continuous training of staff is a vital strategy for the development of medical tourism. The results showed that competitive costs and transparency in prices are one of the most important drivers of choosing a treatment destination. International patients are looking for high-quality services at an affordable price, and comparing costs with the country of origin plays a decisive role in decision-making. The findings of Wang et al. (2023) emphasize that providing transparent treatment packages, discounts and various insurances increase the competitiveness of medical centers and facilitate improved marketing. Access to specialists and medical centers with unique capabilities, such as complex surgeries or innovative treatments, plays a key role in attracting foreign patients. Studies by Emami et al. (2025) have shown that foreign patients are more likely to seek out centers that are able to provide specialized services. Attracting experienced specialists, providing training courses, and introducing specialties in marketing are effective factors in the development of medical tourism. The results showed that positive experiences of previous patients, especially through online feedback and social networks, increase the trust of new patients. Farzinmehr et al. (2025) have shown that publishing real feedback and patient satisfaction, along with images and verbal descriptions, increases the credibility of the medical center and has a direct impact on successful marketing. Post-treatment monitoring and care, including telemedicine services, patient follow-up, and feedback analysis, are important factors in increasing patient satisfaction and return. This is consistent with the findings of Kumar et al. (2025) and shows that patient experience management is not limited to treatment alone, but also includes ongoing care and communication after treatment. In addition, medical tourism marketing increases trust and destination choice by providing complete, transparent, and multilingual information, introducing past patient experiences, and offering special service packages. These findings are consistent with the results of Emami et al. (2025) and emphasize that targeted advertising and the use of new information and communication technologies play an important role in the success of medical tourism.

Abstract Abstract The purpose of the present study is to design a suitable network marketing model with an entrepreneurial approach in the food industry. This research is applicable in purpose, and qualitative in nature. Data were collected through semi-structured interviews with experts in the fields of marketing, entrepreneurship, and the food industry, and analyzed using thematic analysis. The findings led to the identification of a set of basic, organizing, and ten overarching themes, presented within a coherent model. The results indicate that success in this ecosystem depends primarily on the intelligent integration of “cultural–tribal authenticity” with “modern entrepreneurial and digital capabilities.” Themes such as adaptive–religious marketing strategies, tribal network dynamics, and governance based on trust and commitment were identified as the key pillars of social acceptance and market penetration. The findings also highlight that entrepreneurial orientation, knowledge management, and digital transformation are the main drivers for enhancing market performance and creating sustainable value. Ultimately, this research offers an operational framework illustrating how the synergy between traditional structures of trust and modern technologies can lead to resilience and competitive advantage in Iraq’s food industry. This model can serve as a roadmap for entrepreneurs and policymakers aiming to develop network marketing in similar markets. Introduction The present era is the age of information and networking. Information network technologies have influenced every corner of the world and have changed the way people receive and distribute information. Companies use new network technologies to transform their business philosophy, commercial organization, and business practices (Davijani et al., 2025). Network marketing is a new phenomenon that aligns with the development of network technologies and social changes in the network age. It is a business model that offers an exceptional opportunity for individuals who want to start a business but lack capital. Some refer to it as helping people conduct their own business (Gholami, 2021). Over the years, various deceptive practices carried out under the name of network marketing have caused the global community to lose its trust in the industry. Network marketing organizations are composed of groups of individuals who interact and communicate through relationships built on trust. When society gradually loses trust, the organization will not be successful (Heidari Haratemeh et al., 2023). Therefore, taking actions to improve trust levels is critical for the sustainability of this industry and is considered a serious and essential matter for all network marketing professionals. The food industry has become an inseparable part of human life and one of the most important factors in economic and social development worldwide. As one of the largest and most tangible global industries, it has attracted significant interest from investors toward entrepreneurship in this sector. Today, the economic dimensions of the global food industry have expanded greatly and hold potential for further development. In every country, substantial annual revenue is generated for stakeholders in this industry, which has further increased attention to it. Accordingly, the present study aims to answer the fundamental question: What is an appropriate network marketing model with an entrepreneurial approach for the food industry in Iraq? Theoretical Foundations Network Marketing Network marketing refers to communication processes in which individuals, groups, or companies use social networks and interpersonal connections to introduce and promote their products. This type of marketing typically operates based on networks of human relationships and direct or indirect interactions among individuals (Lu et al., 2024). Entrepreneurship Entrepreneurship is the process of identifying and exploiting new opportunities to create innovative businesses. This activity enables entrepreneurs to recognize existing problems and pursue new and valuable solutions through risk‑taking and creativity (Doozandeh Ziabari et al., 2024). One of the prominent characteristics of entrepreneurs is their ability to cope with uncertainties and market challenges. These individuals establish businesses using limited resources that can generate significant economic and social impact (Norouzi Seyed Hossini et al., 2024). Alizadeh Seyghalan et al. (2025) examined key factors in entrepreneurial opportunities and challenges and proposed a model for improving entrepreneurial performance. Their results showed that network marketing entrepreneurship offers considerable opportunities for market entry and meeting unmet needs, but it also faces challenges in adapting to rapid market changes and ensuring job security. Ajali et al. (2024) investigated the identification and ranking of factors influencing the creation of viral marketing behavior among customers. The findings indicated that 2 factors, 6 components, and 27 indicators were extracted based on the theoretical foundations of the study; among which, the organizational factor ranked first with a score of 0.702, while the external factor ranked second with a score of 0.269. Therefore, it can be stated that 70.2% of the intention toward viral marketing is shaped by organizational factors, while brand credibility accounts for 7.8% of the total intention toward viral marketing. Research Method This study is applicable in terms of purpose, and qualitative in nature and methodology. Given the exploratory nature of the topic and the necessity of identifying the deeper dimensions of entrepreneurial network marketing within the specific context of Iraq’s food industry, the thematic analysis strategy was employed. The primary data‑collection tool in this research consisted of semi‑structured interviews. The interview protocol was designed to explore various dimensions of experiences, challenges, and strategies related to network marketing within Iraq’s commercial ecosystem. The aim of these interviews was to identify the components and key factors influencing the success of entrepreneurial network marketing. The collected data were processed and analyzed using thematic analysis to extract the main concepts and components. In the quantitative phase, the model derived from the qualitative analysis was tested and validated through a questionnaire developed for this purpose, using responses gathered from members of active networks in the food industry. Research Findings The research findings indicate that success in the network marketing of Iraq’s food industry hinges on the intelligent integration of cultural-tribal authenticities with the novel capabilities of entrepreneurship and digitalization. This model, by relying on knowledge management and adaptive religious strategies, provides a platform for creating sustainable value, enhancing competitive performance, and increasing customer loyalty. In essence, the synergy between traditional trust structures and modern technologies is considered the fundamental cornerstone for resilience and penetration in this volatile market. Discussion and Conclusion The results indicated a strong relationship between the requirements for maintaining cultural authenticity, adaptive-religious marketing strategies, socio-tribal network dynamics, and digital transformation. This finding suggests that attention to preserving cultural authenticity can play a key role in guiding strategies and enhancing the digital transformation process. These results align with the studies by Alizadeh Seyghalan et al. (2025) and Ajali & Kargar Zanjani (2024), which emphasize that considering the cultural and local context increases the effectiveness of network marketing strategies. Regarding adaptive-religious marketing strategies, a moderate-level relationship was observed with socio-tribal network dynamics and digital transformation. This suggests that these strategies alone may not have a strong impact on network behavior and digital transformation and likely exert their effects through interaction with other factors. This finding is consistent with the results of Heidari Haratemeh (2023) and Doozandeh Ziabari et al. (2024), who state that adaptive marketing should be employed alongside other tools and network management for optimal effectiveness. Entrepreneurial orientation was identified as a key variable in the research, showing a strong or above-average relationship with most variables, including marketing strategies, network dynamics, network governance, food industry dynamics, knowledge management, and network marketing performance. These results highlight the pivotal role of entrepreneurial orientation in activating networks and strengthening organizational capacities, aligning with studies by Wong & Nasir (2022) and Guerola-Navarro et al. (2024), which indicate that entrepreneurial orientation can facilitate the implementation of marketing strategies and digital transformation. In the domain of network governance, its relationships with entrepreneurial orientation and digital transformation were strong, while its connection with network dynamics was at a moderate level. This pattern suggests that for network governance to effectively impact digital transformation, it must be combined with entrepreneurial motivations and behaviors, and network management alone is insufficient. The findings are consistent with the study by Monferrer et al. (2022), which highlights the importance of synchronizing network governance with dynamic capabilities to enhance performance and innovation. The results showed that food industry dynamics have a strong relationship with value creation, value acquisition, and knowledge management, and demonstrated an above-average connection with network marketing performance. These findings emphasize the significant role of food industry dynamics in the value chain and knowledge transfer within organizations, aligning with the results of Bazoukar & Bagheri (2025) and Davijani et al. (2023), who stress the importance of innovation processes and social entrepreneurship in network development. Furthermore, knowledge management exhibited a strong relationship with digital transformation and an above-average relationship with network marketing performance, while the relationship between network marketing performance and digital transformation was at a moderate level. This indicates that effective knowledge management and information transfer play a crucial role in the success of network marketing and advancing digital transformation, as also emphasized in the studies by Ebrahimi et al. (2022) and Lu et al. (2024). Overall, the analysis of the discovered hypotheses suggests that entrepreneurial orientation, network governance, and food industry dynamics are the key factors with the most significant impact on digital transformation and network marketing performance, while variables such as adaptive marketing strategies and requirements for maintaining cultural authenticity play a reinforcing and mediating role. This analysis underscores that a combination of entrepreneurial orientation, knowledge management, network governance, and food industry dynamics is essential for success in network marketing and digital transformation. Based on the research findings, the following practical suggestions are presented: · Organizations should meticulously consider the cultural and religious characteristics of their target audience when designing their marketing strategies to enhance customer engagement and acceptance. · To strengthen social and tribal networks, marketing programs and activities must be designed in compliance with cultural values and traditions to increase member participation. · The preservation of cultural authenticity should be considered a key factor in digital transformation projects, ensuring that technologies and innovations are compatible with the community’s cultural context, thereby increasing user adoption.

Abstract Abstract
The purpose of the present study is to design a suitable network marketing model with an entrepreneurial approach in the food industry. This research is applicable in purpose, and qualitative in nature. Data were collected through semi-structured interviews with experts in the fields of marketing, entrepreneurship, and the food industry, and analyzed using thematic analysis. The findings led to the identification of a set of basic, organizing, and ten overarching themes, presented within a coherent model. The results indicate that success in this ecosystem depends primarily on the intelligent integration of “cultural–tribal authenticity” with “modern entrepreneurial and digital capabilities.” Themes such as adaptive–religious marketing strategies, tribal network dynamics, and governance based on trust and commitment were identified as the key pillars of social acceptance and market penetration. The findings also highlight that entrepreneurial orientation, knowledge management, and digital transformation are the main drivers for enhancing market performance and creating sustainable value. Ultimately, this research offers an operational framework illustrating how the synergy between traditional structures of trust and modern technologies can lead to resilience and competitive advantage in Iraq’s food industry. This model can serve as a roadmap for entrepreneurs and policymakers aiming to develop network marketing in similar markets.
Introduction
The present era is the age of information and networking. Information network technologies have influenced every corner of the world and have changed the way people receive and distribute information. Companies use new network technologies to transform their business philosophy, commercial organization, and business practices (Davijani et al., 2025). Network marketing is a new phenomenon that aligns with the development of network technologies and social changes in the network age. It is a business model that offers an exceptional opportunity for individuals who want to start a business but lack capital. Some refer to it as helping people conduct their own business (Gholami, 2021).
Over the years, various deceptive practices carried out under the name of network marketing have caused the global community to lose its trust in the industry. Network marketing organizations are composed of groups of individuals who interact and communicate through relationships built on trust. When society gradually loses trust, the organization will not be successful (Heidari Haratemeh et al., 2023). Therefore, taking actions to improve trust levels is critical for the sustainability of this industry and is considered a serious and essential matter for all network marketing professionals.
The food industry has become an inseparable part of human life and one of the most important factors in economic and social development worldwide. As one of the largest and most tangible global industries, it has attracted significant interest from investors toward entrepreneurship in this sector. Today, the economic dimensions of the global food industry have expanded greatly and hold potential for further development. In every country, substantial annual revenue is generated for stakeholders in this industry, which has further increased attention to it.
Accordingly, the present study aims to answer the fundamental question: What is an appropriate network marketing model with an entrepreneurial approach for the food industry in Iraq?
Theoretical Foundations
Network Marketing
Network marketing refers to communication processes in which individuals, groups, or companies use social networks and interpersonal connections to introduce and promote their products. This type of marketing typically operates based on networks of human relationships and direct or indirect interactions among individuals (Lu et al., 2024).
Entrepreneurship
Entrepreneurship is the process of identifying and exploiting new opportunities to create innovative businesses. This activity enables entrepreneurs to recognize existing problems and pursue new and valuable solutions through risk‑taking and creativity (Doozandeh Ziabari et al., 2024). One of the prominent characteristics of entrepreneurs is their ability to cope with uncertainties and market challenges. These individuals establish businesses using limited resources that can generate significant economic and social impact (Norouzi Seyed Hossini et al., 2024).
Alizadeh Seyghalan et al. (2025) examined key factors in entrepreneurial opportunities and challenges and proposed a model for improving entrepreneurial performance. Their results showed that network marketing entrepreneurship offers considerable opportunities for market entry and meeting unmet needs, but it also faces challenges in adapting to rapid market changes and ensuring job security.
Ajali et al. (2024) investigated the identification and ranking of factors influencing the creation of viral marketing behavior among customers. The findings indicated that 2 factors, 6 components, and 27 indicators were extracted based on the theoretical foundations of the study; among which, the organizational factor ranked first with a score of 0.702, while the external factor ranked second with a score of 0.269. Therefore, it can be stated that 70.2% of the intention toward viral marketing is shaped by organizational factors, while brand credibility accounts for 7.8% of the total intention toward viral marketing.
Research Method
This study is applicable in terms of purpose, and qualitative in nature and methodology. Given the exploratory nature of the topic and the necessity of identifying the deeper dimensions of entrepreneurial network marketing within the specific context of Iraq’s food industry, the thematic analysis strategy was employed. The primary data‑collection tool in this research consisted of semi‑structured interviews. The interview protocol was designed to explore various dimensions of experiences, challenges, and strategies related to network marketing within Iraq’s commercial ecosystem. The aim of these interviews was to identify the components and key factors influencing the success of entrepreneurial network marketing.
The collected data were processed and analyzed using thematic analysis to extract the main concepts and components. In the quantitative phase, the model derived from the qualitative analysis was tested and validated through a questionnaire developed for this purpose, using responses gathered from members of active networks in the food industry.
Research Findings
The research findings indicate that success in the network marketing of Iraq’s food industry hinges on the intelligent integration of cultural-tribal authenticities with the novel capabilities of entrepreneurship and digitalization. This model, by relying on knowledge management and adaptive religious strategies, provides a platform for creating sustainable value, enhancing competitive performance, and increasing customer loyalty. In essence, the synergy between traditional trust structures and modern technologies is considered the fundamental cornerstone for resilience and penetration in this volatile market.
Discussion and Conclusion
The results indicated a strong relationship between the requirements for maintaining cultural authenticity, adaptive-religious marketing strategies, socio-tribal network dynamics, and digital transformation. This finding suggests that attention to preserving cultural authenticity can play a key role in guiding strategies and enhancing the digital transformation process. These results align with the studies by Alizadeh Seyghalan et al. (2025) and Ajali & Kargar Zanjani (2024), which emphasize that considering the cultural and local context increases the effectiveness of network marketing strategies.
Regarding adaptive-religious marketing strategies, a moderate-level relationship was observed with socio-tribal network dynamics and digital transformation. This suggests that these strategies alone may not have a strong impact on network behavior and digital transformation and likely exert their effects through interaction with other factors. This finding is consistent with the results of Heidari Haratemeh (2023) and Doozandeh Ziabari et al. (2024), who state that adaptive marketing should be employed alongside other tools and network management for optimal effectiveness.
Entrepreneurial orientation was identified as a key variable in the research, showing a strong or above-average relationship with most variables, including marketing strategies, network dynamics, network governance, food industry dynamics, knowledge management, and network marketing performance. These results highlight the pivotal role of entrepreneurial orientation in activating networks and strengthening organizational capacities, aligning with studies by Wong & Nasir (2022) and Guerola-Navarro et al. (2024), which indicate that entrepreneurial orientation can facilitate the implementation of marketing strategies and digital transformation.
In the domain of network governance, its relationships with entrepreneurial orientation and digital transformation were strong, while its connection with network dynamics was at a moderate level. This pattern suggests that for network governance to effectively impact digital transformation, it must be combined with entrepreneurial motivations and behaviors, and network management alone is insufficient. The findings are consistent with the study by Monferrer et al. (2022), which highlights the importance of synchronizing network governance with dynamic capabilities to enhance performance and innovation.
The results showed that food industry dynamics have a strong relationship with value creation, value acquisition, and knowledge management, and demonstrated an above-average connection with network marketing performance. These findings emphasize the significant role of food industry dynamics in the value chain and knowledge transfer within organizations, aligning with the results of Bazoukar & Bagheri (2025) and Davijani et al. (2023), who stress the importance of innovation processes and social entrepreneurship in network development.
Furthermore, knowledge management exhibited a strong relationship with digital transformation and an above-average relationship with network marketing performance, while the relationship between network marketing performance and digital transformation was at a moderate level. This indicates that effective knowledge management and information transfer play a crucial role in the success of network marketing and advancing digital transformation, as also emphasized in the studies by Ebrahimi et al. (2022) and Lu et al. (2024).
Overall, the analysis of the discovered hypotheses suggests that entrepreneurial orientation, network governance, and food industry dynamics are the key factors with the most significant impact on digital transformation and network marketing performance, while variables such as adaptive marketing strategies and requirements for maintaining cultural authenticity play a reinforcing and mediating role. This analysis underscores that a combination of entrepreneurial orientation, knowledge management, network governance, and food industry dynamics is essential for success in network marketing and digital transformation.
Based on the research findings, the following practical suggestions are presented:
· Organizations should meticulously consider the cultural and religious characteristics of their target audience when designing their marketing strategies to enhance customer engagement and acceptance.
· To strengthen social and tribal networks, marketing programs and activities must be designed in compliance with cultural values and traditions to increase member participation.
· The preservation of cultural authenticity should be considered a key factor in digital transformation projects, ensuring that technologies and innovations are compatible with the community’s cultural context, thereby increasing user adoption.

Abstract Abstract
The aim of this research was to find patterns of structural equations of digital human resources in Mellat Bank. The present research is applicable-developmental in terms of the type of objective, descriptive in terms of data collection, and quantitative in terms of the nature of the data. The data collection tool consisted of two parts: a review and exploration of research literature and upstream documents in the library section, and a researcher-made questionnaire in the field section. According to the population survey, the statistical population of Mellat Bank was approximately 20,000 people, and 377 people were selected as a sample based on the Cochran formula. Then, the questionnaire was distributed among the quantitative research sample, and after collecting statistical data, it was analyzed using PLS software. The results showed that the digital human resource management model includes causal factors (technological, environmental, human, and organizational), contextual factors (digital platform, managerial platform, and individual platform), intervening factors (cultural factors and creating new platforms), strategies (organizational and managerial), and consequences (individual, cultural and organizational); and all relationships in the model are meaningful.
Introduction
Human resource management is currently on the verge of a major transformation driven by digital technologies. Technologies such as artificial intelligence, big data, social networks, cloud computing, blockchain and etc. are transforming human resources. The combination of human resource management and digital transformation has formed a new concept called digital human resource management, which is briefly called digital human resources. Human resource management serves digital transformation and brings soft transformation capabilities to the organization. Organizational digital transformation is a journey in which an organization creates the capabilities necessary for survival and competitiveness in this era and then takes full advantage of these capabilities to maximize business value. Do not forget that digital transformation begins, first of all, with a change in our attitudes and perspectives. If you go directly to the use of technologies and tools before developing a digital mindset in your organization, especially your senior managers, you will get nowhere. Also remember this golden proposition well that digital transformation is business transformation. This insight teaches us that technology itself is not valuable to us, but becomes valuable when we can solve organizational problems with it. So digital transformation is a pragmatic and value-oriented concept, not a fashionable topic that is only for show (Gheidar & Shami Zanjani, 2020).
Digital human resource management is a digital transformation in human resource practices and processes through the use of electronic media, mobile, analytics, and information technology to make human resource management more efficient. In other words, digital HRM essentially performs or manages all HR work using soft technologies, applications, and the internet. Digitalization or digital transformation is something that all organizations must bring to be efficient and relevant in the future. Otherwise, they will lag behind other organizations in the market industry. Digital HRM transforms traditional HR processes using new technologies. This approach not only increases efficiency and speed of work, but also enables more accurate and evidence-based decision-making by collecting and analyzing employee data. As a result, organizations can improve employee performance, attract and retain top talent, and ultimately achieve sustainable competitive advantage. In recent years, Bank Mellat has moved from the employee management model to the digital human capital management paradigm with a transformational approach. The lack of a comprehensive digital thinking model is noticeable, and this digital thinking, model, and paradigm have not yet dominated the bank. Therefore, there is a need to design a model that replaces the digital transformation thinking in the field of human resources with the idea of ​​becoming electronic. Considering this digital gap in many activities of the medical system organization, the lack of the necessary ability of employees to digitize activities, and the lack of providing the necessary training and skills in the field of digital and information technology; implementing this plan seemed necessary to solve these problems, and this research tries to provide the right information and solutions to solve these problems and advance the activities of Bank Mellat in a better and faster way. For this purpose, this research tries to present a digital model of human resources management in the country's banking network in line with this necessity and answer the question: What is the patterning of the structural equations of digital human resources in Bank Mellat?
Theoretical Literature
Digital Human Resource Management
Concepts such as “digitalization”, “digital transformation” or “digital disruption” are currently among the most prominent research topics. In general, such concepts indicate the increasing use of technology and the related fundamental changes in various areas of business and society, which is also true (Martins, 2022). Digital human resource management is a mindset that continuously provides digital technologies for greater employee productivity and a better work experience (Ghader & Shami Zanjani, 2020). Digital human resource management is also considered as a set of knowledge, rules and best practices that lead to effective human resource management. Weermans and van Veldhoven define digital human resource management as “the administrative support of the human resource function in organizations by using Internet technology”. But they also emphasize the importance of understanding that the introduction of electronic human resource management may lead to changes in the content and positioning of the human resources role. Adopting web-based technologies for human resource functions involves a combination of two components: the use of electronic media and the active participation of individuals in this process (Voermans & Van Veldhoven, 2007).
Research Background
Orhan & Kurnaz (2025) conducted a study with the aim of conducting a bibliometric analysis of the keyword network, numerical distribution per year, citation network of highly cited publications, most active researchers, and most active journals; countries and institutions of published studies. Human resource management education has been in the WOS database between 1990 and May 1, 2024. In addition, the objectives of the studies examined in the study are analyzed in order to identify the research trend in the field of artificial intelligence in human resource management and the remaining gaps in the research field. In the study, the criterion sampling method was selected as one of the purposive sampling methods. This study is a descriptive content analysis using a qualitative research method. The R programming language package program of "biblioshiny" was used in the analysis of the collected data. For the primary purpose of the study, MAXQDA 2020 was also used in the second stage and analyzed in 16 sections.
Abdollahzadeh Namini et. al., (2024) conducted a study with the aim of designing a behavioral model of managers in the digital age with a grounded theory approach. Data analysis and model design were carried out in three stages of open, axial and selective coding. The findings indicate that the causal conditions include human factors, environmental factors, and organizational factors; the main phenomenon of managers' behavior includes communication and interactions, trust, decision-making under uncertainty, personality traits, and digital temperament; the background conditions include digital cognition and understanding, digital education and culture, digital experience and talent and skill management, digital forward-looking and strategic thinking, change management, and digital leadership capabilities; the intervening conditions include digital mindset and attitude, manager intelligence, manager values, innovation, and the nature of business and industry; the strategies and mechanisms include innovation and learning strategy, digital retention strategy, digital mix and focus, digital participation strategy, and digital leadership and governance strategy; and the consequences include consequences of individual dimensions and organizational dimensions.
Abidi et. al., (2024) conducted a study aimed at identifying and evaluating the components of human resource competence in the era of digital transformation. The results in the qualitative section showed that the competence of digital managers includes 7 components: individual factors, organizational factors, culture of change, digital attitude, communication factors, leadership and management, and technical and specialized factors. The results in the quantitative section showed that there is a significant correlation between all components. Also, among the components, the component of culture and change management was received first priority. The results also showed that the research model has the necessary validity.
Research Methodology
The present research is applicable-developmental in terms of the type of objective, descriptive in terms of data collection, and quantitative in terms of the nature of the data. The data collection tool consisted of two parts: a review and exploration of research literature and upstream documents in the library section, and a researcher-made questionnaire in the field section. According to the population survey, the statistical population of Mellat Bank was approximately 20,000 people, and 377 people were selected as a sample based on the Cochran formula. Then, the questionnaire was distributed among the quantitative research sample of the study, and after collecting statistical data, it was analyzed using PLS software.
Research findings
Several criteria are used to examine the fit of the structural model of the research; the first and most basic criterion being the t-significance coefficients. The structural model fit using t-coefficients is such that these coefficients must be greater than 1.96 in order to confirm their significance at a 95% confidence level. The results of the significance of the coefficients are reported based on the t-statistic value; so that if the t-statistic value is greater than 1.96, it can be concluded with 95% confidence that the independent variable has an effect on the dependent variable. In this section, Figures 1 and 2 are examined and the overall research model is fitted. The results showed that the model has a good fit and all relationships in the model are significant.
Discussion and Conclusion
The aim of this research was to find a pattern of structural equations of digital human resources in Bank Mellat. The results showed that the model had a good fit and all relationships in the model were meaningful. The research findings also show that the digital human resources management model includes several key factors that together help improve and develop digital human resources management systems. These include causal factors (technological, environmental, human and organizational), contextual factors (digital platform, managerial platform, individual platform), intervening factors (cultural factors and creating new platforms), strategies (organizational and managerial), and consequences (individual, cultural and organizational). These findings are consistent with the results of Tijan et al, (2021 and Vrontis et al, (2021). In general, the digital human resource management model presented in this study shows that in order to achieve success in human resource management, attention should be paid to all causal, contextual, and intervening factors, as well as strategies and consequences. This model can help organizations improve their human resource management systems by considering all these factors and achieve their organizational goals. Finally, it is suggested that to adapt to the digital workplace, Bank Mellat needs to provide appropriate strategies and processes to create a suitable work environment for implementing digital human resources, including creating a balance between remote and in-person work, developing employees' digital skills, and encouraging collaboration and knowledge sharing. Technological facilities for the digitization of human resources should be provided to use employees' capabilities more effectively.

Abstract Abstract The aim of this study is to present a customer participation model in insurance services in the social media context. The research method is applicable in terms of its purpose, and qualitative in terms of its implementation method, based on the grounded data method. The statistical population of the study includes 8 insurance management experts. The sample size was carried out using the snowball sampling method. Semi-structured interviews were used to collect information. The grounded data technique and MAXQDA software were used to analyze the data. The research findings showed that the pivotal phenomenon is influenced by 13 causal indicators or factors; and 6 contextual indicators or factors and 10 intervening factors are able to affect customer participation in insurance services in the social media context. In addition, the research results led to the identification of 6 different strategies that can be effective in achieving 6 different outcomes of customer participation in insurance services in the social media context. Introduction Among the benefits of customer participation in insurance services in the context of social media are increasing customer trust, increasing opportunities for feedback and service improvement, improving customer awareness, and increasing their satisfaction. By using social media, insurance companies can stay in touch with customers, respond to their comments and criticisms, and provide solutions to improve services. Also, these media allow customers to share their experiences with others and benefit from the experiences of others. Given that social media is considered a public space for exchanging information and opinions, insurance companies can also use this space to provide the best services based on the needs and preferences of customers. Social media is often used as a marketing tool for brand management and product or service promotion, in order to provide customers, which can be measured through the use of marketing and identifying the level of customer participation in the organization (Wilkinson, 2023). The existence of social media platforms, by becoming active producers or destroyers of corporate value, empowers customers to interact more with companies, making it important for companies to understand customer experiences when customers interact with social media (Liu et al., 2021). The level of interaction and feedback that customers have with social media can be considered as an important way to evaluate the performance of media, which specifically leads to the type of content and orientation of social media (Doyle et al., 2022). Today, social media has gained popularity among individuals and organizations as an important platform for selling their services and building relationships with customers. Social media is one of the most important precursors of relationships between customers and organizations, through which customers and organizations can achieve higher levels of service through customer participation (Nasrallahi et al., 2020). In the insurance industry and the provision of insurance services to individuals, customer participation in social media platforms confirms that engaged customers participate in generating ideas and behaviors such as sharing knowledge and ideas to support the insurance industry that shape their own experiences. Also, customer participation in social media platforms helps to create psychological benefits for customers, so that insurance companies can provide the best insurance services (Abdolmaleki & Ahmadian, 2016). Social media are new phenomena that play a vital role in insurance in terms of providing services to human resources, marketing, customer service and public relations. Social media provides insurers in insurance with mutual communication with customers and provides various opportunities to listen and engage individuals and groups in personal conversations. Therefore, the main objective of this study is to address this research gap and contribute to the existing literature by analyzing the main factors of customer participation in social media platforms in insurance and its effects on performance. The result of this study greatly helps to fill the theoretical gap in this research field. Therefore, the main question of this research is: How will the customer participation model in insurance services be presented in the context of social media? Theoretical Framework Customer Engagement Customer engagement is the act of engaging and motivating customers to take part and actively participate in various processes of a business. This concept is based on the principle that customers make a business and without their presence and cooperation, a company's products or services cannot be marketed well or succeed. Customer engagement helps companies better understand the needs and wants of their customers and then improve their products and services based on these needs. This increases customer satisfaction and increases their trust in the company (Luo et al., 2024). Social Media Among all new technologies and techniques, social media have the greatest cultural impact on the behavior of individuals in society. These media are very effective in developing new habits, changing human beliefs and moods and behavior. Researchers believe that the emergence of new activities has created a new revolution in marketing communications. One of the most common of these activities on the Internet is social media, which has been defined as a new version of communication technologies (Heydariyeh & Farjo, 2019). Saghafian et al., (2024) examined the presentation of a model of customer engagement with brands on social networks with an emphasis on cultural differences. The results of the qualitative part show that this research includes 14 dimensions and 30 components, and the results of the quantitative part show that the dimensions and components of customer engagement with brands have an effect on social networks with an emphasis on cultural differences. The results also show a strong and very appropriate fit of the model. Mashhadizadeh et al., (2024) examined a communication model of customer engagement and competitive business with social media based on brand in manufacturing and trading companies in Ahvaz city. The findings showed that the identified factors had a significant effect and the overall goodness of fit (GOF) index was 0.661, which is a strong index and indicates the overall high quality of the model. Research Methodology The research method is applicable in terms of its purpose, and qualitative in terms of its implementation method, based on the grounded theory method. The statistical population of the research includes 8 insurance management experts. The sample size was selected using the snowball sampling method. A semi-structured interview was used to collect information. Research Findings The grounded theory technique and MAXQDA software were used to analyze the data. The research findings showed that the pivotal phenomenon is influenced by 13 causal indicators or factors; and 6 contextual indicators or factors and 10 intervening factors are able to affect customer participation in insurance services in the context of social media. In addition, the results of the study led to the identification of 6 different strategies effective in achieving 6 different outcomes of customer participation in insurance services in the context of social media. Conclusion The present study was conducted with the aim of providing a model of customer participation in insurance services in the context of social media. These findings are consistent with the results of Saghafian et al., (2024), Mashhadizadeh et al., (2024), Zhang et al., (2023), Asgharzadeh et al., (2023), Rahimi et al., (2023), Yazdani Kachuei et al., (2022), Shekarchizadeh & Hakim Akif Esfahani (2021), and Dedeoglu (2019). Rahimi et al., (2023) showed that there is a positive and significant relationship between digital content marketing and brand awareness. Social media and customer engagement also play a significant mediating role in the relationship between digital content marketing and brand awareness. It is clear that digital content marketing, as a new phenomenon, plays a vital role in showcasing the brand name, strengthening customer relationships, and increasing brand awareness, customer loyalty, and sales. The following suggestions were made based on the research results: Brand messages should be designed with high precision and specifically based on customer demands. In this context, it is suggested that brands use personalized approaches and organize their content in a way that provides the ability to establish two-way communication with customers. In addition, brands should be able to present their content in a diverse way that attracts customer interaction with both attractiveness and added value. Motivational and time factors can also create limitations in the engagement process.

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.