Journal of value creating in Business Management

Abstract Abstract The present study aimed to explain the dimensions and components of sales staff “directability” (coachability/trainability) at the Family Mall commercial complex and to provide a paradigmatic model in this field. In terms of objective, this research is applicable, and in terms of methodology, it is qualitative, conducted by the Grounded Theory approach. Data were collected through in-depth, semi-structured interviews with 20 experts, including active salespersons in various departments of the Family Mall complex in Erbil. The data were analyzed by the three-stage process of open, axial, and selective coding via MAXQDA 10 software. The research findings led to the extraction of a paradigmatic model in which the core phenomenon is “Employee Directability,” with an emphasis on intrinsic motivation and passion. This phenomenon is shaped by causal factors including personality traits, professional competencies, work conscience, and experiential capital. Furthermore, contextual factors such as organizational support, training facilities, and the physical and psychological learning environment, along with intervening factors including specific sales environment challenges and internal organizational processes, influence this trend. In response to these conditions, strategies such as structured training, precise scheduling, and learning-by-doing are adopted, resulting in consequences such as professional and organizational development, promotion of individual efficiency, and the attainment of personal peace in the workplace. The results of this research can serve as a foundation for commercial center managers to enhance human resource productivity by fostering a coachable spirit and optimizing guidance processes. Introduction In modern management paradigms, human capital is recognized as the most vital strategic asset and the primary source of sustainable competitive advantage (Barmaki et al., 2025). Unlike other organizational resources, humans are the only element capable of ensuring organizational dynamism in volatile environments through learning, creativity, and adaptability (Babaeeinejad et al., 2025). Consequently, human resource management in recent decades has shifted from traditional control-and-supervision-based approaches toward development-oriented approaches (Gholami Zaradni et al., 2025). In this vein, organizations make significant investments in employee training and empowerment; however, empirical evidence suggests that the effectiveness of such training is not always consistent. The variation in behavioral outcomes following developmental courses has drawn researchers’ attention to a key variable rooted in an individual’s internal capacity to accept transformation (Ali Nikbakhsh, 2026). Employee “directability” (or coachability) remains a relatively uncommon phenomenon in the workplace, as most companies do not implement this process consciously or formally (Ashley et al., 2024). Directability can be defined as “the use of various techniques to consistently motivate and compel employees to improve current skills, acquire new ones, and reach their maximum potential.” Alternatively, it can be stated that directability within the employee performance management process is a form of “on-the-job learning”—a collaborative and interactive process that takes shape during daily interactions between a manager and an employee or among employees themselves. Collectively, directability is a process in which the first individual, acting as a coach, facilitates the learning of the second individual to improve their performance and career success by developing key capabilities such as problem-solving skills, enabling the second individual to subsequently create the necessary conditions for their success independently. Furthermore, directability can also be conducted in a group format (Shabani et al., 2024). The importance of employee directability is doubled in service industries, particularly in the retail sector. In large commercial complexes, sales staff are at the front line of customer interaction, and their behavior directly impacts the brand image and organizational profitability. In these environments, due to rapid shifts in customer tastes and the emergence of new persuasion and sales techniques, there is a constant need for continuous training and behavioral changes. A “directable” salesperson not only refrains from perceiving managerial feedback as personal criticism but also utilizes it as a tool for professional growth. However, designing a directability model in this sector faces numerous challenges, as this concept is heavily influenced by the cultural context and environmental requirements; thus, a single prescription cannot be applied to all societies. Consequently, the fundamental question arises: What are the dimensions of sales staff directability, and how can its model be designed and explained within the Family Mall shopping center? Theoretical Framework Employee Directability Employee directability is a concept within the literature of humanities and organizational management defined as the degree of readiness, willingness, and ability of employees to accept, follow, and implement instructions, guidance, and policies issued by organizational managers and leaders. This characteristic represents the flexibility of employees in the face of change, their openness to new learning, and the extent of their cooperation toward achieving the collective goals of the organization (Abukhait et al., 2023). König et al. (2026), in a study titled “Selecting Employees Who Protect and Promote the Well-being of Others: A Challenge for Personnel Selection,” found that organizations should include the “promotion of others’ well-being” as an explicit criterion in the human resource selection process. The results of this research emphasize that recruiting employees with such ethical and humanistic traits not only transforms the workplace into a safer environment but also lays the groundwork for increased directability and team collaboration; this is because such individuals possess a higher readiness to align with macro-organizational goals and accept corrective guidance for the collective interest. Middleton et al. (2025) examined the assessment of coachability in the workplace. Utilizing a quantitative approach and psychometric analysis across several statistical samples, they designed and validated a scale for measuring coachability. The results of this study, while confirming the validity of the designed instrument, demonstrated that coachability plays a key role in increasing employee readiness to receive feedback and improving their professional development process within the organization. Methodology The present study, relying on an interpretive paradigm and a qualitative approach, adopted the “Grounded Theory” strategy to explain the process and analyze the directability model of sales staff within the context of large commercial complexes. The statistical population included active salespeople in various departments of the Family Mall shopping center in Erbil. Sampling was conducted by purposive and theoretical methods, continuing with 20 participants until theoretical saturation was reached. Data were collected through semi-structured and in-depth interviews to accurately extract the experiences and perceptions of the participants. Data analysis was performed based on the three stages of open, axial, and selective coding. In the open coding stage, primary concepts were extracted; in the axial stage, categories were organized into causal, contextual, and intervening conditions, strategies, and consequences; and in the selective stage, the final model of sales staff directability was formulated. To increase the accuracy and systematic nature of the analysis, MAXQDA 10 software was utilized. Research Findings The findings of this study demonstrate that employee directability at the Family Mall complex is a multi-dimensional model originating from “intrinsic motivation and passion” as its core category, which is directly influenced by individual competencies and organizational support. The results indicate that by employing structured training strategies and managing environmental challenges, employees’ mental readiness can be transformed into “operational efficiency” and “professional development.” Discussion and Conclusion The findings of this research indicated that specialized competencies are fundamental factors in the directability of sales staff. This implies that the more job knowledge, practical skills, and mastery an individual has over sales tasks, the greater their acceptance of guidance and implementation of managerial recommendations. This finding is aligned with the results of Ali Nikbakhsh (2026). The results showed that experiential capital plays a significant role in increasing the directability of sales staff; this finding is comparable to the results of Babaeeinejad et al. (2025). Furthermore, the findings revealed that acceptance of change and flexibility are important components of individual traits in sales staff directability. In large commercial environments where conditions are constantly changing, employees who can adapt themselves to new policies, diverse customers, and fresh requirements are more successful. This result is consistent with the research of Sani et al. (2023). The study also found that discipline and detail-oriented precision are key characteristics of employees with higher directability. Individuals who are organized, precise, and responsible can better execute instructions and are less prone to error. This finding is aligned with the results of Abukhait et al. (2023). Additionally, the findings indicated that innovation and practical creativity are important factors in employee directability, a result consistent with the findings of Abukhait et al. (2023). The research results further demonstrated that communication and interpersonal skills are among the most vital elements of individual traits in the directability of sales staff. Employees who possess the ability for effective dialogue, empathy, active listening, and respectful interaction can better receive and implement managerial messages. This finding is in line with the results of Middleton et al. (2024). At the heart of this model lies directability, which is formed through a combination of communication skills, work ethic, and particularly “intrinsic motivation and passion.” This finding fully corresponds with the theory of Ashley et al. (2024) titled “Individual Coachability Theory.” The findings also showed that organizational support and training facilities create an atmosphere in which directability flourishes. This is consistent with the results of Febrian et al. (2023), which identified the workplace environment and servant leadership as vital factors in creating job satisfaction and acceptance of change. The results of the current study indicated that workplace challenges in sales are among the most significant intervening factors in the directability of sales staff at the Family Mall Baghdad complex. This finding is aligned with the results of Moradi et al. (2021). Moreover, the findings suggest that directability, as a fundamental competency, is the primary driver of professional development for employees and the enhancement of the organization. This result is aligned with the perspective of Ali Nikbakhsh et al. (2026). At the micro level, directability directly affects the efficiency of salespeople. According to the results of Fauzi (2023), proper coaching and guidance lead to a leap in employee performance. One of the vital solutions for realizing directability is the design of precise and scheduled training structures. The findings in this section showed that training should not be a periodic event but rather a continuous process. This is consistent with the emphasis by Burleigh et al. (2023) on the direct relationship between teaching/coaching performance and employee productivity. This research demonstrated that directability, beyond technical dimensions, is tied to the psychological and innate peace (Fitrah) of the individual. Based on Quranic teachings, directability is rooted in heart-centered tranquility and a readiness to receive corrective messages. When employees feel that the guidance process is directed toward human growth and the preservation of their citizenship rights, job anxiety levels decrease and are replaced by job satisfaction (Febrian et al., 2023). Realizing the final model requires operational strategies during the implementation phase. This process begins with validating the level of coachability in the workplace. The proposed strategy of this research is the use of an instructional and guiding leadership style, which was previously emphasized in the research of Shabani et al. (2024).

Abstract Abstract The purpose of this research is to provide a model of the use of mass communication media writers from internal and external social networks. The current research is applicable in terms of purpose, and survey in terms of nature. The statistical population of the research includes 22,000 journalists of the country, 400 of whom were selected using a simple cluster sampling method. A questionnaire was used to collect research data. SPSS and PLS statistical software were used for data analysis. The findings of the research show that the content produced in mass communication media such as radio and television networks, news agencies, press and news bases cannot be published in the same way in social networks. In selecting and producing content for social networks, features such as novelty, attractiveness, user-friendliness, multimedia, speed of publication and professionalism should be considered. Also, the findings showed that radio and television networks do not fully use the capacity of foreign social networks; and news agencies, media and news bases do not pay enough attention to domestic social networks. However, it should be noted that the audience is present in all social platforms and the media should be effective in all these platforms. In the social networking section, some important parameters include the number of channels, the number of members, the number of posts, the number of views, the number of reposts and the number of likes. These parameters produce better content and increase the impact of content and news on the audience. Also, in interacting with the audience, factors such as gatekeeping, data mining, subject finding and observation should also be considered. Introduction In recent years, despite the decrease in the penetration and circulation of official and traditional media, the penetration and expansion of social networks and media based on virtual space has increased in the country in such a way that according to the reports of the National Center of Virtual Space of the country and the research conducted in Iran's data mining centers, more than 71% of Internet users in Iran are members of one or more social networks, which means that more than 60 million Iranian citizens use social networks. This information is also confirmed by the data published in the world geographical map based on the Russian marketing source on the linkfluence website (Mashreq News base, 2023). Surveys and observations show that most of the country's mass media have joined hands with networks and social media to compensate for this loss of audience. For example, almost all media in the country have created official pages and accounts on social media and republish their content on these pages and channels, or some media such as radio and television use these media to interact with their audience and make their media attractive. Surveys show that most of the influential channels and pages of networks and social media in Iran are launched and managed by individuals or groups who are not professional media or media writers and are not familiar with the principles and techniques of professional media writing. According to the above, the main research question is: What is the model of mass communication media writers using internal and external social networks? Theoretical framework Mass communication media Mass media, newspapers, television or radio may be one-way communication, but in social media such as the Internet or messengers such as Instagram, WhatsApp, Twitter, YouTube, Facebook, and ITA, which is an internal social media, social communication is mutual, and has a greater impact on its audience that today this type of social media is also called a social network (Habibi, 2023). Social networks In the world of scientific communication, social networks can be considered as effective platforms in the production of science, sharing ideas and personal and social growth. The revolution has brought about a new type of virtual communication devoid of the spirit that governs real social relations. Through satellite, Internet and...; a new world is created parallel to the real world (Ala Fossi & Stephen 2016). Naghibulsadat et al, (2022) investigated the factors related to the news authority of domestic and foreign media from the audience's point of view. The results showed that it is not possible to restore the lost trust of the people in the domestic media; achieving news authority for domestic media is a difficult matter. The findings show that the respondents currently believe that positive news from foreign media and negative news from domestic media are published more. This issue shows that the history of foreign media activity and the continuation of the existing damage in the way of domestic media's performance was the basis for the formation of this belief. Cage et al, (2022) in a study titled 'Social Media Influences Mainstream Media: Evidence from Two Billion Tweets' concluded that social media is increasingly influencing society and politics, while that old media are still the most widely used source of news. Research methodology The current research is applicable in terms of purpose, and survey in terms of nature. The statistical population of the research includes 22,000 journalists of the country, 400 of whom were selected using a simple cluster sampling method. A questionnaire was used to collect research data. Research findings SPSS and PLS statistical software were used for data analysis. The findings of the research show that the content produced in mass communication media such as radio and television networks, news agencies, press and news bases cannot be published in the same way in social networks. In selecting and producing content for social networks, features such as novelty, attractiveness, user-friendliness, multimedia, speed of publication and professionalism should be considered. Also, the findings showed that radio and television networks do not fully use the capacity of foreign social networks; and news agencies, media and news bases do not pay enough attention to domestic social networks. However, it should be taken into account that the audience is present in all social platforms and the media should be effective in all these platforms. In the social networking section, some important parameters include the number of channels, the number of members, the number of posts, the number of views, the number of reposts and the number of likes. These parameters produce better content and increase the impact of content and news on the audience. Also, in interacting with the audience, factors such as gatekeeping, data mining, subject finding and observation should also be considered. Conclusion The current research was conducted with the aim of providing a model of the use of mass communication media writers from internal and external social networks. The results of this research correspond with the results of Torki et al, (2023), Yahya Zadeh et al, (2023), Naghibulsadat et al, (2022), Cage et al, (2022), Mesrian et al, (2022), Seyedmohseni et al, (2021), Malekian (2020), Icha (2017), Elizabeth (2018), Erik Alzhalda et al, (2019), Bhavtosh Ras et al, (2019), and Rahnavard (2016). Cage et al, (2022) have concluded that social media are increasingly influencing society and politics, while traditional media is still the most widely used source of news. According to the results of the research, the following suggestions are provided: Parameters such as the number of channels, the number of members, the number of posts, the number of views, the number of reposts, the number of likes should be paid attention. These parameters make to produce better content and to increase the impact of content and news on the audience. Content produced in mass communication media such as radio and television networks, news agencies, press and news bases cannot be published in the same way in social networks.

Abstract Abstract
The present study was conducted with the aim of designing a virtual banking business model in Iran with a scenario approach using a mixed method. The research data was collected in the qualitative part by interviews with 30 people, and in the quantitative part by a questionnaire from 100 specialist and experts in the banking industry. In order to achieve the research goal, meta-analysis, Delphi, cross-effects analysis, scenario building and scenario analysis, and group hierarchical analysis methods were used. The result of meta-analysis and screening has selected 66 macro trends, and then the result of cross-effects has selected macro trends driving the future of virtual banking. Finally, the components of the virtual banking business model are presented based on compatible scenarios by considering the average of the computational weights in 4 scenarios as follows: Among the proposed values ​​of the proposed business model for virtual banking, respectively "electronic banking" and "international trade facilitation"; among the key resources, respectively, "banking systems" and "human capital"; among the cost structure criteria, respectively, "banking systems and web services development costs" and "human resources investment costs"; among the revenue stream criteria, respectively, "brand/reputation" and "income from providing various financial services"; among the communication channel criteria, respectively, "banking web services" and "customer club"; and among the customer area criteria of the proposed business model for virtual banking, respectively, "retail real customers" and "small legal customers" rank first and second.
Introduction
Considering the increasing advances in technology and the move towards the fourth digital age, the speed of change in organizations' business models has accelerated. These developments in the financial and economic fields have also been very significant, and have affected the banking industry. The entry of new players into the banking industry has greatly increased competition in the design and provision of financial and banking services and products. On the other hand, given the rapid growth of new technologies, it cannot be expected that a bank can move at the technological frontier and meet all customer needs. Also, with changing technology and customer expectations, new opportunities have been presented to banks, but limitations such as banks' business models and non-agile structures and processes cannot meet customer expectations and partnerships with creative newcomers, and it is practically impossible to use them. Potential market opportunities; therefore, fundamental changes in the business model of banks are inevitable for the convergence of banks' businesses with new competitors (Esfidani et al., 2021). Accordingly, the virtual banking strategy has been proposed as a key strategy to meet this necessity of banks. However, applicable research in the field of virtual banking in Iran has been neglected to develop the business model of banks. Due to the lack of studies and the lack of reliable and documented scientific support, banks use new approaches with great caution. Therefore, by identifying the strategic factors affecting the future of virtual banking and analyzing their mutual effects, the present study has attempted to identify the most important scenarios for the virtual industry in Iran in the horizon of 2036.
Theoretical Framework
Commercialization
Anysiadou (2023) conducted a study with the aim of examining the actual attitude and behavior of Greek consumers towards virtual bank cards and showing whether experimental economics can encourage these banking products or not. In this study, the theoretical principles of econometric analysis were carried out through multilevel models and bivariate statistical tests. The results of this study show that demographic characteristics such as age, along with the level of consumer risk perception, play an important role in the adoption of virtual banking cards; such that the youngest consumers are positive about using virtual banking cards, while older people are pessimistic about them.
Babaki Rad (2021) used Schwartz's scenario-based method in a study to identify digital banking service scenarios. In this study, thematic analysis methods, the analytical matrix of the network of effects, uncertainty, and narrative were used; and the scenario method was used as a workflow connection loop. By scanning the macro and micro environments at three levels of “social behavior”, “business environment” and “organizational environment”; 50 variables (driving forces and key factors) have been identified as inputs to the network of effects and uncertainty. Based on this, four scenarios including technological domination, technological obsession, tragedy of technologists and technological ostracism have been proposed by the researcher. In the following, the researcher describes the characteristics of the banking system based on these scenarios.
Coskun-Setirek & Tanrikulu (2021) in the research create a process model for rebuilding a business model based on digital innovations. For this purpose, in this study, models and cases in the Business Model Innovation (BMI) literature were reviewed and empirical data were collected using semi-structured interviews to complete and validate the model. Then, by analyzing the collected data, a method for reconstructing the business model based on digital innovations has been developed.
Research Methodology
The present research is a mixed type and based on quantitative and qualitative methods. In this research, first, the indicators affecting virtual banking were identified with a meta-analysis approach, and then screening was carried out using expert opinions and Delphi analysis. This research was conducted in Iran as a survey using interview and questionnaire tools. Since the data collection tools are interviews and questionnaires, it is necessary to check its validity before distribution. For this purpose, the CVI reliability index was examined and confirmed during each stage. Then, the Cronbach's alpha method was used to estimate the reliability of the questionnaire, and its reliability was confirmed. In this research, cross-sectional analysis was used to identify the main macro trends of virtual banking. After identifying the key trends, scenarios were allocated for each, and these scenarios were analyzed in the Scenario Wizard software. In this research, the Group Analytic Hierarchy Process (GAHP) method was used to identify and determine the virtual banking business model.
Research Findings
Based on the results, the agreement coefficient and Cronbach's alpha coefficient for all research variables are greater than 0.7. Therefore, there is a high agreement between experts on the relevance of the identified variables. Also, according to the calculated Cronbach's alpha coefficient, the questionnaire has the necessary reliability. The result of the meta-analysis led to the identification of 106 criteria as macro trends affecting banking in the political and legal, technological, economic, socio-cultural, institutional, environmental and banking dimensions, which after screening the number of criteria was reduced to 66 criteria. Then, according to the number of variables; based on the average scores assigned to each macro trend by the experts, 30 important macro trends (with a higher average score) were determined. Then, based on the analysis of cross-effects, out of all 30 macro trends, 7 driving macro trends were identified in the MICMAC software; the evolution of which can affect the prediction of the future of virtual banking. These drivers include “use of macro data, artificial intelligence, the Internet of Things, advanced analytics”, “transformation in payment methods”, “increasing trust in e-commerce and payment systems” and “widespread use of remote presence such as using mobile phones”, “Demographic and generational changes”, “improving the customer’s digital experience and providing personalized and tailored services” and “growth in investment in security and reducing cyber risks” are considered to be the main and key drivers of Iran’s virtual banking in the 2027 horizon.
After identifying the driving and key variables affecting the future of virtual banking, it is necessary to scenario-draw the status of each of these variables in the 2027 horizon. For this purpose, three states have been considered for each macro-trend: 1- Low change and transformation, 2- Medium change and transformation, and 3- Severe change and transformation. Experts are then asked to predict the impact of each macrotrend on other macrotrends using numbers from negative 3 to positive 3 on the horizon of 2027, considering each of these three situations.
In the first scenario of the future of virtual banking, "macro data, artificial intelligence, Internet of Things, advanced analytics, etc." at a broad level, as well as the extent of "transformation in payment methods", "improvement in trust in e-commerce and payment systems", "use of remote banking services", "improvement of customer digital experience" and "provision of personalized and tailored services" and "growth of investment in security and reduction of cyber risks" in the future of virtual banking will be moderate, and “demographic and generational shifts” will be limited.
In the second scenario of the future of virtual banking, “macro data, artificial intelligence, Internet of Things, advanced analytics, etc.,” at the medium level, as well as the extent of “evolution in payment methods,” “improvement in trust in e-commerce and payment systems,” “use of remote banking services,” “improvement of the customer digital experience and provision of personalized and tailored services,” “growth in investment in security and reduction of cyber risks,” and “changes in "Demographic and generational" will be in the middle of the future of virtual banking.
In the third scenario of the future of virtual banking, “macro data, artificial intelligence, Internet of Things, advanced analytics, etc.,” at a broad level, as well as the extent of “transformation in payment methods,” “improvement in trust in e-commerce and payment systems,” “use of remote banking services,” “improvement of the customer digital experience and provision of personalized and tailored services,” “growth in investment in security and reduction of cyber risks,” and “Demographic and generational changes” will moderate the future of virtual banking.
In the fourth scenario of the future of virtual banking, "use of macro data, artificial intelligence, Internet of Things, advanced analytics, etc.," "changes in payment methods," "improvement in trust in e-commerce and payment systems," "use of remote banking services," "improvement of the customer's digital experience and provision of personalized and tailored services," and "growth in investment in security and reduction of cyber risks" on a large scale, and "demographic and Generic changes" will be limited.
The results of the GAHP analysis showed that among the value proposition criteria, the “electronic banking” criterion in three scenarios (1, 2, and 3) has assigned the highest weight to the virtual banking business model in the horizon of 2027. Also, considering the value proposition criteria in scenario 4, the highest weight has been assigned to the risk management criterion. Also, considering the average of the calculated weights in the 4 scenarios, it can be argued that among the proposed values ​​of the proposed business model for virtual banking; “electronic banking” is ranked first and has the highest weight, followed by “international trade facilitation”, “risk management”, “customized banking and financial services” and “saving time and cost” in the second to fifth ranks.
The results of the GAHP analysis showed that among the key resource criteria, “banking systems” has assigned the highest weight to the virtual banking business model in all scenarios in the horizon of 2027. Also; Considering the average of the calculated weights in the 4 scenarios, it can be argued that among the key resources of the proposed business model for virtual banking; “banking systems” is ranked first and has the highest weight, followed by “human capital”, “social acceptance and legitimacy”, “customer-centric organizational culture” and “bank capital and credit lines” in the second to fifth ranks.
The results of the GAHP analysis showed that among the cost structure criteria, "the cost of developing banking systems and web services" has assigned the highest weight to the virtual banking business model in all scenarios in the 2027 horizon. Also, considering the average of the calculated weights in the 4 scenarios, it can be argued that among the cost structure criteria of the proposed business model for virtual banking, the “cost of developing banking systems and web services” is in the first place and has been assigned the highest weight, followed by the “cost of investing in human resources”, “cost of purchasing products designed by developers”, “cost of equipment and office supplies” and “cost of purchasing or "renting of property and chattels" are ranked second to fifth.
The results of the GAHP analysis showed that, considering the average of the calculated weights in the 4 scenarios, it can be argued that among the revenue stream criteria of the proposed business model for virtual banking; "brand/reputation" is in the first place of importance and has been assigned the most weight, followed by "income from providing financial services", "income from foreign exchange activities", "income from providing facilities" and "attracting cheap resources" in the second to fifth places, “Income from partnerships” and investments and “Commissions received from various fee-based services” are ranked sixth and seventh.
The results of the GAHP analysis showed that among the communication channel criteria; “Web banking services” has assigned the highest weight to the virtual banking business model in all scenarios in the horizon of 2027. Also, considering the average calculated weights in the 4 scenarios, it can be argued that among the communication channel criteria of the proposed business model for virtual banking; “banking services” is ranked first and has the highest weight, followed by “customer portal”, “customer relationship managers” and “corporate banking departments” in the second to fourth ranks.
The results of the GAHP analysis showed that among the customer domain criteria; “real retail customers” has assigned the highest weight to the virtual banking business model in all scenarios in the 2027 horizon. Also, considering the average of the calculated weights in the 4 scenarios, it can be argued that among the customer domain criteria of the proposed business model for virtual banking; “small real customers” are ranked first and assigned the highest weight, followed by “small legal customers”, “large real customers with high average accounts” and “large legal customers”.
Conclusions
Given that the results showed that in the virtual banking business model in the horizon of 2027; electronic banking, facilitating international trade and improving risk management play a key and pivotal role in the field of value propositions, it is suggested that banks improve physical infrastructure. International trade and risk management be paid attention in order to keep pace with future developments pay attention to human capital in the fields of electronics. Given that the results showed that in the virtual banking business model in the horizon of 2027; greater use of banking systems and improving human capital will be key banking resources, it is suggested that banks quickly update their banking systems in accordance with electronics, and increase the advancements and skills of their employees by providing practical training in the field of electronics and virtual banking. According to the results, the virtual banking business model in the horizon of 2027 tends to promote brand and reputation in the field of revenue flow. It is suggested that banks design and implement accurate, practical and diverse programs to improve their brand image. Based on the results, the virtual banking business model in the 2027 horizon is mainly focused on real and retail customers, so it is suggested that banks upgrade their systems and services based on the needs of real retail customers. It is suggested that future studies examine the factors affecting each of the dimensions and criteria identified in virtual banking in order to provide more precise solutions for the development of the Iranian banking industry in the 2027 horizon.

Abstract Abstract
The purpose of the current research is to use the metacombination approach in order to design a native model of new product development. The research method is applicable-developmental in terms of purpose; exploratory in terms of the nature; and qualitative in terms of the method of implementation, and a meta-composite method. The statistical population of the research includes all sources related to the development of new indigenous products during the years 2000 to 2023, totaling 225 sources. For this purpose, by systematically reviewing the subject literature, articles indexed in WOS, SCOPUS, Science Direct and Google Scholar were collected, and 143 articles were selected based on the abstract; then 75 sources were selected based on the content, and finally 67 sources were selected through checking the author information sources as the final sources of analysis and synthesis of the selected findings. The selected sources were analyzed using maxqda 2020 software, resulting in 104 primary codes. Finally, the findings of metacombination led to the identification of 15 categories in the localization of new product development research.
Extended Abstract                                          
Introduction
The environment of companies is changing dramatically with short life cycles, demand for product customization, technical innovations, rapid growth of technology, increased risk taking and risk in global trade and ever-increasing changes in customer needs; and companies have to reduce the expenditures and introduce the product to the market quickly. Before launch, each new product goes through a significant research and development process that includes product opportunity, cost, and timeline to produce a product. After sufficient research, a new product enters the development phase, where a company creates a product or service using the concept presented in the research phase. Companies that succeed in commercializing a new product and technology in a fast and accurate manner are able to gain greater market share, superior pricing, and dominant designs that lead to sharp competitive differences. The difference between success and failure is often found in the basic processes of management, specifically in the interfaces between different stages of research and development (Krishna et al, 2009). Research and development is not only a source for new ideas, but can also be used to solve identified problems (Clark & ​​Watson, 2019). In fact, new products are the answer to the biggest problems of organizations. The dairy industry, with its long value chain and numerous links, is an effective and efficient industry in Iran's economy, and yogurt, as one of the most popular dairy products, is consumed daily by many customers. Therefore, identifying and understanding the subjective expectations of customers about this product as one of the important external sources of creating new knowledge and providing products in accordance with the expectations and demands of customers is a necessary condition for the survival of dairy producers in the competitive market (Mashhadhi et al, 2018).
Therefore, the researcher asks the main question: what is the application of the metacombination approach in order to design the native model of new product development?
Theoretical Framework
Research and Development
The term research and development means constructive activities arising from a systematic foundation that aims to increase human knowledge and social culture and use this knowledge in new applications. Research and development are activities that revolve around the innovation of new products or services in a company. Localization of the research and development network means that the companies affiliated to the countries carry out research and development activities in cooperation with local universities and research institutes. High-quality R&D personnel are relatively scarce in some places, and most of them are available for universities or research institutes in regions with higher innovative capacity. To fully utilize the benefits of local R&D knowledge and human resources, frequent interaction with universities and research institutes to create an R&D network for companies is very important (Lashgari et al, 2021).
Alizadeh et al, (2023) investigated the identification of dimensions and components affecting research and development strategies in domestic automobile companies. The findings showed that the dimensions and components affecting research and development strategies in domestic automotive companies have 33 sub-themes in 7 main themes including business strategy, support policies, investment attraction, intellectual capital, cultural development, research and development implementation network, and research and development management. Finally, the pattern of main themes affecting research and development strategies in domestic automobile companies was drawn. The results of this study have many applicable implications for the managers and officials of domestic automobile manufacturing companies, and they can take an effective step in the direction of research and development based on the results of the main and sub-themes identified in the present study.
Kruachottikul et al, (2023) in a research titled "New Product Development Process and Case Studies for Academic Research with Deep Technology to Commercialization" propose a new product development framework for innovation-based deep technology research for commercialization. The proposed framework, called Gateway-Completed Phase, integrates the development process with design thinking and lean deployment approaches. The framework consists of six steps and five gates, and focuses on critical thinking to help entrepreneurs avoid mental traps and make sound decisions. Early activities focus on searching for potential socio-economic impact research in deep technology, developing a business case, market analysis, and strategy for problem-solution fit; and then moving into a build-measure-learn activity with an authentic learning feedback loop. In the next step, appropriate exploitation methods are decided using weight factor analysis, development of intellectual property strategy, completion of university technology transfer process and participation in fund raising.
Research methodology
The research method is applicable-developmental in terms of purpose; exploratory in terms of the nature; and qualitative in terms of the method of implementation, and a meta-composite method. The statistical population of the research includes all sources related to the development of new indigenous products during the years 2000 to 2023, totaling 225 sources. For this purpose, by systematically reviewing the subject literature, articles indexed in WOS, SCOPUS, Science Direct and Google Scholar were collected, and 143 articles were selected based on the abstract; then 75 sources were selected based on the content, and finally 67 sources were selected through checking the author information sources as the final sources of analysis and synthesis of the selected findings.
Research findings
The selected sources were analyzed using maxqda 2020 software, resulting in 104 primary codes. Finally, the findings of metacombination led to the identification of 15 categories in the localization of new product development research.
Conclusion
The current research was carried out with the aim of using the metacombination approach in order to design the native model of new product development. The results of this research correspond with the results of Alizadeh et al, (2023), Kruachottikul et al, (2023), Askarifar et al, (2022), Vidor et al, (2022), Adomako (2021), Tajik (2021), Qiao et al, (2019), Altuntas et al, (2019), Zedtwitz et al, (2018), Cuervo-Cazurra et al, (2017), and Silinevica et al, (2017). Askarifar et al, (2022) showed that innovation in production technology, products, work processes and sustainable and green production have the highest priority in the innovative needs of these cooperatives. Also, the stages of commercial production, research, and marketing are the most important in the research and development process; which sponsors, suppliers and customers in the commercial production phase;, research units including universities, research and development centers and research institutes in the research phase; and customers in the marketing stage are more important.
According to these results, it is suggested that organizations not only need to combine product features and strengthen production capabilities to develop new product research, but a wide range of responsibilities and considerations should be anticipated in their research and development stage. In fact, organizations should consider local issues related to service capabilities, financial solutions, performance and sales development, marketability, and distribution channels for current and future customers. Also, organizations can consider the exchange and sharing of experience and knowledge among employees in local research and development activities in order to increase the performance level through various sources, including market research, collaborative research, and expert associations. Also, focusing research and development activities on existing assets and designing strategic plans based on the amount of assets should be considered. In the end, culture creating is suggested in order to create the willingness of managers and shareholders to implement and develop a new product.

Abstract Abstract The aim of the current research is to design and validate the consumer behavior model based on user-generated content (UGC) in the banking industry. According to its purpose, the research method is practical, and in terms of implementation method, it is mixed (qualitative-quantitative), and descriptive-exploratory in terms of the implementation strategy of research. The statistical population in the qualitative part includes 15 people from the experts of the banking and academic system active in the field of content marketing,selected by the method of judgmental purposeful sampling; and the statistical population in the quantitative part includes 384 people from all the customers of Sepah Bank in Tehran, selected using Cochran's formula as a sample, by available sampling method. Data collection tools included user-generated content in social networks and expert-based questionnaires for modeling and questionnaires with a five-point Likert scale for validation. MICMAC software was used in qualitative part data analysis and SPSS and PLS software was used in quantitative part. The combination of thematic analysis and structural-interpretive modeling resulted in the presentation of consumer behavior patterns based on user content. The main themes of the model include user-generated content, customer sentiments and attitudes, customer expectations, customer actions towards user-generated content, and brand development based on user-generated content. The results of theme analysis and structural-interpretive modeling have led to the validation of the model and the verification of all hypotheses (except for the moderating effect of customer expectations based on user-generated content). Extended Abstract Introduction Engaging the audience in marketing activities has become one of the most important concerns of marketers, and in this regard, the use of user-generated content has received more attention than in the past (Liu et al, 2019). User-generated content became popular as a new concept following the growth of Web 2 technology, and it also attracted the attention of marketing experts during this period. User-generated content refers to those contents published by users using various online social platforms (Naeem, 2019). In fact, any form of content, which is produced outside of professional structures, is called user-generated content, usually disseminated in social platforms and technologies including social networks, social computing, web 2, collective action tools, social web, read/write web, Customer-generated networks, virtual communities, computer-mediated communication, socio-technical systems (Koivisto & Mattila, 2018). Today, knowing that the content produced by users have much deeper effects on consumer behavior, in order to achieve more profit, business owners use different tricks to set up various campaigns with user content (Liu, 2020). On the other hand, in various situations, user-made content campaigns with humanitarian, anti-war, cooperation with minorities, etc., have been held all over the world and have had many effects on consumer behavior (Colicev et al, 2019). Searching for different aspects of user-generated content on social networks has been able to increase interactive communication, word-of-mouth advertising, brand stories, and brand reviews among customers of service providers; so that the discussion regarding the importance of social enthusiasm for the brand and the influence of the produced content has been increasingly noticed among marketing experts, business leaders, marketing managers, and researchers (Naeem, 2019). Therefore, the research begins with the question: what is the pattern of consumer behavior based on user-generated content in social networks? Theoretical Framework Consumer behavior Research has shown that having a correct analysis of consumer behavior can be considered as a critical factor in the success of companies' marketing programs (Taghikhah et al, 2020). In fact, in order for marketing strategies to have the ability to persuade customers to buy a product or service, a correct understanding of consumer behavior must first be created. Therefore, in recent years, marketing experts have emphasized the cognitive theory of emotions in order to describe consumer behavior (Sohrabi & Aghighi, 2018), because with a better insight into understanding consumer needs, better quality services and products can be provided to them, and created sustainable relationships between customers and the company (Bahreinizadeh & Hosseini, 2018). User-generated content User-generated content refers to those contents published by users using various online social platforms (Naeem, 2019). In fact, any form of content, which is produced outside of professional structures, is called user-generated content, usually in published in social platforms and technologies including social networks, social computing, web 2, collective action tools, social web, read/write web, Customer-generated networks, virtual communities, computer-mediated communication, and socio-technical systems (Koivisto, Mattila, 2018). Sadeqi-Arani et al, (2023) investigated the development of the technology acceptance model: investigating the impact of consumption experience, inertia and the culture of the consumer on the acceptance of open banking. The results showed that the new investigated variables, i.e. consumer inertia, uncertainty avoidance, perceived risk, and previous consumption experience have a positive and significant effect on the willingness to accept open banking. Mandi Habibabadi & Samadi (2023) investigated the effect of user-generated brand content on customers' behavioral responses. The results and data analysis showed that the brand-based content created by the user has an effect on the emotional response, the brand-based content created by the user has an effect on the cognitive response, the emotional response has an effect on the immediate behavioral responses, the emotional response has an effect on the next behavioral response, cognitive response has an effect on immediate behavioral responses, and cognitive response has an effect on subsequent behavioral responses. Research methodology According to its purpose, the research method is practical, and in terms of implementation method, it is mixed (qualitative-quantitative), and descriptive-exploratory in terms of the implementation strategy of research. The statistical population in the qualitative part includes 15 people from the experts of the banking and academic system active in the field of content marketing,selected by the method of judgmental purposeful sampling; and the statistical population in the quantitative part includes 384 people from all the customers of Sepah Bank in Tehran, selected using Cochran's formula as a sample, by available sampling method. Data collection tools included user-generated content in social networks and expert-based questionnaires for modeling and questionnaires with a five-point Likert scale for validation. Research findings MICMAC software was used in qualitative part data analysis and MICMAC software was used in qualitative part data analysis and SPSS and PLS software was used in quantitative part. The combination of thematic analysis and structural-interpretive modeling resulted in the presentation of consumer behavior patterns based on user content. The main themes of the model include user-generated content, customer sentiments and attitudes, customer expectations, customer actions towards user-generated content, and brand development based on user-generated content. The results of theme analysis and structural-interpretive modeling have led to the validation of the model and the verification of all hypotheses (except for the moderating effect of customer expectations based on user-generated content). Conclusion The current research has been conducted with the aim of designing and validating a consumer behavior model based on user-generated content (UGC) in the banking industry. The results of this research are in agreement with the results of Sadeqi-Arani et al, (2023), Mandi Habibabadi & Samadi (2023), javaherizade et al, (2020), Li et al, (2020), Liu (2020), Abrishmi et al, (2020), Colicev et al, (2019), Taghdimi et al, (2019), and Do Paco (2019). Mandi Habibabadi & Samadi (2023) showed that brand-based content created by the user has an effect on emotional response, brand-based content created by the user has an effect on cognitive response, emotional response has an effect on immediate behavioral responses, emotional response has an effect on subsequent behavioral responses, cognitive response has an effect on immediate behavioral responses, and cognitive response has an effect on subsequent behavioral responses. According to the results of this research, the following suggestions are presented:  It is necessary to provide the requirements of user-generated content production by the bank for the users. In this regard, it is suggested to improve the social media literacy of customers to produce user-generated content, train and develop skilled and expert human resources in the field of information technology in the bank to analyze data, increase the level of security and privacy of customers, bank investment to develop social platforms and technologies, create trust among customers to produce user-generated content, create the ability of customers to access user-generated content platforms.  Bank officials use different tools to produce user-generated content by customers. In this regard, it is suggested to receive customers' criticisms and feedbacks from the services received online, narrating the experiences of customers from the services received on the web platform 2 and 3, receiving online suggestions and recommendations from customers with chatbots, creating user-made content campaigns with philanthropic; benevolent; environmental purposes; and etc., producing video and image advertisements of bank services, exchanging information related to the bank brand among customers, holding a brand story contest and bank brand reviews among customers, describing bank brand services, etc.

Abstract Abstract
The purpose of this research is to analyze the dimensions, components and indicators of quantum leadership of the broadcasting organization in the field of social networks. The research method is qualitative and applicable. Two methods of documentary study and fuzzy Delphi have been used to collect information. The statistical population of the research includes 15 media experts, political science professors, media management professors, and management, who were selected by targeted and available sampling method, and their opinions were extracted using the fuzzy Delphi method. The components and indicators of quantum leadership include three managerial and organizational dimensions, quantum skills and quantum leadership, which managerial and organizational dimension has two components (quantum management, quantum organization); the quantum skills dimension includes seven components (quantum look, quantum thinking, quantum feeling, quantum recognition, quantum action, quantum trust, quantum presence); and quantum leadership has four components (media leadership, social media leadership, transformational leadership in the media, participatory leadership in the media). Three dimensions and thirteen components were identified and confirmed for the quantum leadership of the Broadcasting Organization in the field of social networks. The quantum organization component in the second stage of the survey with an average of (0.750) and in the third stage with an average of (0.778); the component of quantum existence in the first stage of the survey with an average of (0.879) and in the second stage with an average of (0.825) and in the third stage with an average of (0.852); the social media leadership component in the second stage with an average of (0.821) and in the third stage with an average of (0.842) had the highest opinions of the experts; which shows the full saturation of experts' opinions and overlapping.
Extended Abstract
Introduction
Media are communication channels through which messages are sent to the audience. But whether these channels interfere in the content of the message or whether it is just a neutral tool in the transmission of the message is one of the important topics in media philosophy and of course in its management (Ghaed Amini Harouni et al, 2018). A combination of mass media and interpersonal communication is the most effective way to reach people with new ideas and convince them. Today, this platform is provided by virtual social networks, and the users of these networks, by expanding their communication, exchange information and share content collectively or individually. Some thinkers believe that these human communities are a kind of appearance of Habermas' concept of public sphere in virtual space (Oudlajani & Naqib al-Sadat, 2021).
Designing the principles of new sciences requires knowledge of leadership techniques in a modern organization, so that these technologies and principles provide a new metaphor for the life of the organization and leadership work. Meanwhile, the traditional organizational development models have given way to new intervention models and methods in the era of uncertainty, complexity, globalization and rapid change. The beginning of the 21st century can be called the quantum era in terms of technology. The key to organizational excellence is excellent leadership. The seven quantum skills can enable 21st century leaders to create a new level of organizational excellence to harness the world's most powerful energy; the energy of the mind. If leaders and their organizations want to progress in the new era, a new intellectual and skill leap must emerge in managers with this leadership style (Razavi & Azimi Sanavi, 2012). Quantum leadership is a style of leadership that seeks to increase trust, security, dynamic communication and learning and reduce vertical communication and increase horizontal communication in the organization. The framework and structure of the quantum organization includes mutual and fluid communication between the leader and the followers, which can be defined through an organization combined with trust, value, spirituality, learning, dialogue and thinking together (Rozbeh et al, 2021).
Therefore, the researcher intends to answer this basic question in this research: what are the dimensions, components and indicators of quantum leadership of the broadcasting organization in the field of social networks?
Theoretical Foundations
The success of today's organizations depends on the correct and efficient leadership, which relies on the influence, guidance, direction and streamlining of the organization's activities, and the belief of the employees (Erfanmanesh, 2018). On the one hand, it is a new theory in the field of leadership; which tries to create the desired future by determining the objectives, choosing the best solutions and using the best tools correctly so that a situation fits the internal conditions of the organization and the requirements of the strategic environment (Kamali Ardekani et al, 2020). The purpose of quantum leadership is to increase the effectiveness and power of managers and employees of the organization. Forming self-governing groups and providing extensive feedback to managers and employees, which prevents costly mistakes for the organization, are strategies used in quantum leadership (Ghaed Amini Harouni et al, 2018).
Geok & Bilal Ali (2021) presented a quantum leadership style framework in their research to promote lifelong learning among employees through management science. Hence, Quantum leaders perceived the consequences of organizational learning in the workplace during challenging times. Lifelong learning was promoted to improve profitability, stability and organizational growth with a conducive learning environment. The resurgence of quantum leadership contributes to new developments in management science in industry and higher education. The need for future studies on purposeful learning through quantum leadership to support knowledge creation and consistent paradigms was evident.
Nazakhti Rezapour et al, (2021) showed that according to experts, the opportunities of Instagram TV for broadcasting organization, including two categories of practical opportunities (use of user-generated content, talent search, interaction with the audience and surveys) and ultimate opportunities (helping good governance, Creating a balance between the official and traditional culture, makeing Iran's media sphere more diverse and to improving the quality of radio and television productions). The threats of Instagram TV for broadcasting organization are also aimed at weakening the exclusive position of it, reducing the audience and reducing the income from advertisement.
Research Methodology
This research is applicable in terms of purpose. Also, based on the research plan and in terms of the method of data collection, the present research is a descriptive analytical research, and from the documentary study and Delphi method was used to collect information for finding the quantum leadership dimensions and components of the Broadcasting Organization in the field of social networks with a future research approach for the Broadcasting Organization. The statistical population of the research includes 15 experts in the field of media, professors of political science, professors of media management, and professors of management, and the sampling method is targeted and accessible.
Research findings
Data analysis was done using Delphi-Fari method in three rounds. The results showed that the components and indicators of quantum leadership include three management and organizational dimensions, quantum skills, and quantum leadership,\; which management and organization dimension has two components (quantum management, quantum organization); quantum skills dimension includes seven components (quantum view, quantum thinking, quantum feeling, quantum knowledge, quantum action, quantum trust, quantum existence); and quantum leadership has four components (media leadership, social media leadership, transformational leadership in the media, participatory leadership in the media). Three dimensions and thirteen components were identified and confirmed for the quantum leadership of the Broadcasting Organization in the field of social networks. The quantum organization component in the second stage of the survey with an average of (0.750) and the in the third stage with an average of (0.778); the component of quantum existence in the first stage with an average of (0.879) and in the second stage with an average of (0.825) and the in the third stage with an average of (0.852); the social media leadership component in the second stage with an average of (0.821) and in the third stage with an average of (0.842) had the highest opinions of the experts; which shows the full saturation of experts' opinions and overlapping.
Conclusion
The current research was conducted with the aim of analyzing the dimensions, components and indicators of quantum leadership of the broadcasting organization in the field of social networks. The results of this research are consistent with the findings of researchers such as Ahmadian et al, (2021), Geok & Bilal Ali (2021), Rozbeh et al, (2021), Oudlajani & Naqib al-Sadat (2021). Ahmadian et al, (2021) showed in their research that there is a positive and significant correlation between quantum leadership and human resource retention in West Azerbaijan University of Medical Sciences University (path coefficient 0.18). The correlation between quantum leadership and organizational trust is positive and significant (path coefficient 0.85). The correlation between organizational trust and human resource retention is positive and significant (path coefficient 0.81), and finally, there is a positive and significant correlation between quantum leadership and human resource retention with the mediation of organizational trust (path coefficient 0.69). As a result, it can be said that organizational trust can increase the correlation between quantum leadership and human resource retention as a mediator. It is suggested that the principles of quantum leadership be taught to university managers and supervisors at all levels of management, in order to increase organizational trust and consequently provide human resource retention.
According to the results of the research, it is suggested that in the policies of the Broadcasting Organization, special attention should be paid to the correct recognition and understanding of the stages of quantum thinking, quantum feeling, quantum existence, media leadership and social media leadership, in order to identify the weakness and strength of the organization, individual and ethnic differences, the needs and demands of the audience; and in the field of creating trust among the audience through quantum leadership, it is possible to develop infrastructure, reduce costs, improve the performance of provincial media and took social action.