Journal of value creating in Business Management

Abstract Abstract The purpose of this research is to evaluate the five senses and the perceived value of customer loyalty in the insurance industry using the Fuzzy Hierarchy Analysis (FAHP) method. The research method is applicable in terms of purpose and descriptive-survey based on the method of data collection. The statistical population of the research included 30 professors and specialists in the field of marketing management, and sampling was done in a targeted manner. The information and data needed for the research were collected through a questionnaire, and the paired comparison technique was used to prepare the questionnaire. The fuzzy hierarchical analysis technique was used to analyze the data. The results of fuzzy hierarchical analysis showed that the most important factors affecting customer loyalty are: perceived value, and five senses. It also showed that the most important dimensions of the five senses in the insurance industry are: sight, hearing, touch, smell, and taste, respectively; and the results showed that the most important dimensions of perceived value in the insurance industry are economic value, social value, perceptual value, and emotional value; and the most important dimensions of customer loyalty in the insurance industry are: behavioral loyalty, attitudinal loyalty, and emotional loyalty respectively. Also, the results of the statistical analysis showed that perceived value (economic value, social value, perceptual value, and emotional value) has a positive and significant effect on customer loyalty. Introduction In order to create a positive relationship with customers, businesses must effectively manage marketing strategies as a tool to meet customer needs and build customer loyalty. While customer retention is an essential element in strengthening the company's profitability; loyalty is created with the aim of creating a long-term relationship between companies and their customers (Hwang et al, 2019). Previous articles have examined different ways of measuring loyalty and related factors that can strengthen the predictive power of the loyalty process (Baloglu et al, 2017, Tanford et al, 2013). Customer loyalty is the most important output of product and service providers (Lewin et al, 2015). One of the important factors in the formation of customer loyalty to products, services, and in general is the perceived value of a brand imprinted in the minds of customers. (Geuens et al, 2009). In his mind, each customer assigns one or more characteristics of human personality to each brand. Brand personality is a special characteristic that is perceived by the consumer, and is defined as a unique and valid term of the effort to give meaning to the creation of identity in the brand market. A number of insurance companies have increased the volume of their operations. In addition, insurance companies have enthusiastically adopted advanced information technologies in their operations. Since the central service is almost standardized and there is no doubt about the claim that competition in the insurance industry and other forms of it, such as service quality, takes time; therefore, competition is based on their ability to provide higher quality services to customers (Mualla, 2011). Thus, the main question of the current research is: what are the five senses and the perceived value of customer loyalty in the insurance industry using the Fuzzy Hierarchy Analysis (FAHP) method? Theoretical Framework Perceived value The perceived value of the brand through a complex process and a comprehensive approach is necessary to guide towards the desired repeat purchase behavior, and finally the perceived value is the consumer's overall assessment of the desirability of a product based on the perceptions he has of the receipts and payments. (Salehi Seghiani et al, 2019). Customer commitment Customer loyalty to the organization is a category that is affected by many and diverse factors and conditions inside and outside the organization, the effect extent of which varies according to the type of organization from one organization to another. Accurately recognizing these factors and determining the effectiveness of each of them in helping managers to make the right decision is very important (Shiri et al, 2017). Five senses Sensory marketing is the process of identifying and satisfying customer needs and interests in a profitable way to engage them in two-way communication that brings the brand's personality to life and creates added value for target customers. In marketing, conducting research on emotions in consumer behavior has created a new chapter called sensory marketing; the way in which it engages the consumer's emotions and affects his judgment perception and behavior (Hasali Ashtiani & Deilmi Moazi, 2015). Akbari et al, (2024) investigated the purpose of the current research; predicting consumer loyalty through the role of flow experience, perceived value, and corporate social responsibility. The results showed that attention, concentration, and the concept of time have a significant effect on the flow experience. Other results showed that flow experience, perceived value, and corporate social responsibility have a significant effect on consumer loyalty at the p<0.05 level. In this regard, it can be said that this company personalizes its customer experience by using the available information and creates it according to the individual needs of the customers. In this way, customers will feel that the necessary attention is given to them. Khatami Firoz Abadi et al, (2023) investigated the identification and prediction of factors affecting customer loyalty in Iranian insurance companies using confirmatory factor analysis and artificial neural networks. After analyzing the results of the confirmatory factor analysis method; commitment factors, perceived quality, trust, perceived value, empathy, brand image, attractiveness of other options, customer satisfaction had an effect on customer loyalty in Iranian insurance companies, and the switching cost factor had little effect on customer loyalty. Finally, the target model of the research was designed to predict fidelity with 8 input neurons, 110 middle layer neurons, and 1 output; with an error level of 0.00992 and a regression of 0.98694. Research methodology The research method is applicable in terms of purpose and descriptive-survey based on the method of data collection. The statistical population of the research included 30 professors and specialists in the field of marketing management, and sampling was done in a targeted manner. The information and data needed for the research were collected through a questionnaire, and the paired comparison technique was used to prepare the questionnaire. Research findings The fuzzy hierarchical analysis technique was used to analyze the data. The results of fuzzy hierarchical analysis showed that the most important factors affecting customer loyalty are: perceived value, and five senses. It also showed that the most important dimensions of the five senses in the insurance industry are: sight, hearing, touch, smell, and taste, respectively; and the results showed that the most important dimensions of perceived value in the insurance industry are economic value, social value, perceptual value, and emotional value; and the most important dimensions of customer loyalty in the insurance industry are: behavioral loyalty, attitudinal loyalty, and emotional loyalty respectively. Also, the results of the statistical analysis showed that perceived value (economic value, social value, perceptual value, and emotional value) has a positive and significant effect on customer loyalty. Conclusion The current research was conducted with the aim of evaluating the five senses and the perceived value of customer loyalty in the insurance industry using the Fuzzy Hierarchy Analysis (FAHP) method. The results of this research are in agreement with the results of Akbari et al, (2024), Khatami Firoz Abadi et al, (2023), Zyad Alzaydi (2023), Rashed et al, (2023), Bahrami et al, (2022), Behruzi & Sohrabi (2022), Asgari & Fazeli (2022), Lv et al, (2020), and Hwang et al, (2019). Akbari et al, (2024) showed that attention, concentration, and the concept of time have a significant effect on the flow experience. Other results showed that flow experience, perceived value, and corporate social responsibility have a significant effect on consumer loyalty. In this regard, it can be said that this company personalizes its customer experience by using the available information, and creates it according to the individual needs of the customers. In this way, customers will feel that the necessary attention is given to them According to the results of the research, the following suggestions were made: 1- By specifying the goals of the organization, organizational processes, the support of the managers of the organization to the employees, the system of rights and benefits, and the promotion system in the organization are among the things that can affect the perceived value. 2- Adequate knowledge of the buyers and target customers should be done because, in order to be able to create excellent and superior value for them, it should be done continuously to ensure the customer's interests.

Abstract Abstract The objective of this research is to design a development model for emerging small and medium-sized enterprises (SMEs) with an emphasis on employee social capital. This study is applicable in terms of its objective, and qualitative in terms of its execution method. The statistical population consists of managers, specialists, and owners of emerging SMEs in Tehran Province, from which 21 individuals were selected by purposeful snowball sampling. Semi-structured interviews were utilized to collect research data, and the data collection process continued until the stage of theoretical saturation. For data analysis, the thematic analysis method was employed. The findings from the thematic network analysis revealed 6 organizing themes, 15 basic themes, and 54 initial codes as the components and categories of emerging SME development with an emphasis on employee social capital. The organizing themes were presented in 6 dimensions, namely: “Administrative Rules and Policies,” “Innovative Production Methods,” “Human Resources and Organizational Learning,” “Empowerment and Knowledge Development of Human Capital,” “Financial Support,” and “Infrastructure Creation and Development.” Emerging SMEs are considered highly effective and fundamental solutions for the comprehensive development of a country; long-term goals must be achieved by relying on the knowledge, expertise, and social capital of employees to foster the development and prosperity of these businesses. Introduction Emerging small and medium-sized enterprises (SMEs) are considered the backbone of the economy, as they lead to employment generation, production, exports, poverty reduction, economic empowerment, and economic development (Mohammadian et al., 2025). These businesses have numerous advantages over large enterprises, including innovation, job creation, and greater flexibility compared to large industries (Nazhadian et al., 2025). In recent decades, unjust sanctions imposed by dominant powers have been one of the obstacles to accessing technical knowledge and up-to-date global technologies for economic growth and development, and have been regarded as a serious point of contention in reducing the competitiveness of economic enterprises (Goderzipoor et al., 2025). Therefore, the Iranian economy faces two categories of obstacles on its path toward achieving the goals of its vision document: first, international risks, crises, and economic sanctions imposed by adversaries; and second, internal structural problems and economic processes, including dependence on fragile oil revenues, an unfavorable business environment, unemployment, and economic recession (Rezvani et al., 2025). Accordingly, in order to strengthen endogenous growth and enhance economic resilience, general policies for economic development and support for emerging businesses and national production have been announced by authorities with a jihadist, flexible, opportunity-oriented, productive, endogenous, pioneering, and outward-looking approach. One of these directives emphasizes comprehensive attention to the social capital of individuals within organizations and companies (Godarzī et al., 2025). Social capital has been recognized in recent decades as one of the most important topics among scholars in various branches of social and human sciences (Boon et al., 2022). Organizations that invest in their human resources through human resource development programs cannot overlook the importance of the role of social capital (Mishchuk et al., 2024). The foundation of development within an organization lies in the utilization of developed human capital, and social capital is a tool that measures mutual commitment and action among members of a community and represents those organizational characteristics that facilitate coordination and cooperation for mutual benefit (Mesfin et al., 2022). Social capital serves as a resource for group and collective actions and is related to awareness and knowledge, as well as attention to social and political issues, structural-network elements, public trust, formal and informal participation, and societal beliefs and norms (Siswanti et al., 2024). This study addresses the presentation of a development model for emerging SMEs with an emphasis on employee social capital. The present research seeks to answer the following scientific question: What concepts, dimensions, and components constitute the development model of emerging small and medium-sized enterprises with an emphasis on employee social capital from the perspective of experts? Theoretical Framework Development of Emerging Small and Medium-Sized Enterprises (SMEs) The term “business” refers to an organization or entity in which individuals engage in economic, industrial, or professional activities. The goal of a business is to organize the production of a good or service. Businesses can operate for the purpose of generating profit or even to advance a social objective without the expectation of return on investment or profitability, such as in the form of charitable or non-profit organizations (Rafaelsen & Lindqvist, 2025). Social Capital In a general sense, social capital refers to a type of investment in social relationships for which the expected return is defined within a market context. Of course, the term “market” is used metaphorically, and its scope may vary across different analyses, including economic, political, social, or labor markets, in which individuals generate expected benefits through engagement in social interactions and networks (Fatihudin et al., 2020). Raftari et al. (2026) examined social capital as a personal branding strategy for management instructors. The results of their study showed that social capital functions as a personal branding strategy, and the concepts identified as strategic elements represent the common ground between social capital and the interactions and exchanges that shape a personal brand. The process of personal branding through social capital ultimately leads to specific outcomes. A personal brand is the image formed in people’s minds as a result of others’ interactions with an individual. Therefore, building a strong personal brand requires management instructors to possess social capital. Nazhadian et al. (2025) investigated the design of a model of entrepreneurial coaching capabilities in small and medium-sized enterprises. The findings showed that, in the existing literature, entrepreneurial coaching capabilities can be identified in two dimensions: coach and trainee. At the end of the open coding process, 262 concepts were labeled, and in the axial coding stage, by reviewing these concepts, subcategories were identified and classified, resulting in the extraction of 53 components from the 262 open codes. In the third stage, selective coding, the components identified during axial coding were analyzed and categorized into 14 main dimensions. The trainees’ capabilities included 6 dimensions—entrepreneurial skills, psychological capabilities, strategic capabilities, operational capabilities, cognitive capabilities, and knowledge—comprising 20 components and 103 indicators. The coaches’ capabilities included 8 dimensions—specialized knowledge, skills, operational capabilities, emotional capabilities, communication capabilities, functional capabilities, individual capabilities, and cognitive capabilities—comprising 33 components and 159 indicators. Ultimately, the relationships among these capabilities were classified into four categories: key capabilities for knowledge and skill transfer, psychological growth, strategic empowerment, and individual support and development. Research Methodology The present study is applicable in terms of its objective, and qualitative in terms of its execution method. The statistical population consists of managers, specialists, and owners of emerging small and medium-sized enterprises (SMEs) in Tehran Province. From this population, 21 individuals were selected by purposeful snowball sampling. Semi-structured interviews were utilized to collect the research data, and the data collection process continued until theoretical saturation was achieved. Research Findings Thematic analysis was applied for data analysis. The findings of the thematic network analysis showed that 6 organizing themes, 15 basic themes, and 54 initial codes represent the components and categories of the development of emerging small and medium-sized enterprises (SMEs) with an emphasis on employee social capital. The organizing themes were presented in the form of 6 dimensions, namely: “Administrative Rules and Policies,” “Innovative Production Methods,” “Human Resources and Organizational Learning,” “Empowerment and Knowledge Development of Human Capital,” “Financial Support,” and “Creation and Development of Infrastructure.” Emerging SMEs are considered highly effective and fundamental solutions for the comprehensive development of a country; and in order to develop and promote these businesses, long-term goals must be achieved by relying on the knowledge, expertise, and social capital of employees. Conclusion The present study was conducted with the aim of designing a development model for emerging small and medium-sized enterprises (SMEs) with an emphasis on employee social capital. The findings of this study are consistent and aligned with the results of Nazhadian et al. (2025), Heshmiyan Far (2025), Naji (2025), Promono et al. (2021), John and Vivienne (2024), Raftari et al. (2026), Zhu et al. (2025), Fathi Bajestani et al. (2025), and Mahmoudi and Pourshahabi (2023). Naji (2025) showed that knowledge management strategy has a significant effect on reducing organizational trauma in SMEs, considering emotional intelligence as a mediating variable. Based on the research results, the following suggestions can be presented: · Shifting the focus of taxation from the productive sector (especially emerging small and medium-sized industries) toward non-productive sectors (real estate, banking, and import trade). · Combating corruption, favoritism, and rent-seeking practices, and eliminating channels of large-scale rent-based income generation.

Abstract Abstract The purpose of the current research is to investigate the role of the perceived social responsibility of the company and the psychological mechanisms to achieve the employees' creative behavior in Electro Kavir Company of Yazd. The method of this study is applicable based on the purpose, and descriptive-survey in terms of data collection. The statistical population of this study included all employees of Electro Kavir Company in Yazd (380), among which 191 people were selected through simple random sampling as the sample size. The data collection tool in this research was standard questionnaires, the validity of which was confirmed using the opinions of a number of experts in this field, and Cronbach's alpha coefficient and composite reliability were used to determine the reliability of the measurement tool, and the analysis method used in this research was structural equation modeling technique. The findings showed that the perceived corporate social responsibility has a significant relationship with creative behavior of employees, emotional commitment, compassion at workplace and internal motivation of employees. Also, the variables of emotional commitment, compassion at workplace and internal motivation of employees have a significant relationship with creative behavior of employees. The mediating role of emotional commitment, compassion at workplace and internal motivation of employees in the relationship between perceived corporate social responsibility and creative behavior of employees was also confirmed. Therefore, according to the results of the research, it was found that by using the theory of social identity, the employees' understanding of the social responsibility of the Electro Kavir Company of Yazd increased the emotional commitment and compassionate actions of the company's employees, and this increased the effects of the internal motivation of the employees, and thus, the creative behavior of the company's employees increases. Extended Abstract                                           Introduction Today, in the dynamic business world, companies must promote creativity and innovation in order to remain competitive and stable in their industries, therefore both companies and employees are inclined to innovation and the personnel who, in order to achieve their goals, are aligned with the strategic goals of the organization are the most valuable employees, and their creativity is the basis of a company's success or failure and is considered as the most essential asset of a company; it strengthens the company's growth and increases its success and chances of survival and plays an important role in the company's performance (Audretsch, B. D., & Belitski, 2023; Fu et al., 2022: 1). And because employees are the main pillar of any organization, being creative and innovative of the organization depends on their creativity (Wang et al., 2019). Wang & Miao, (2015) showed in their research that creativity and innovation in organizational teams leads various processes of the organization to become more optimal, and influences the environment of the organization to implement creativity and innovation. Since creativity is important for organizational innovation and increases competitiveness, many researches have investigated individual and structural factors that may stimulate creative ideas in the workplace (Ganjaei & Hazrati, 2017:3). Therefore, as mentioned, the key to the success of many industries, including industries active in the electronics sector, is to provide creative products and services according to the different needs of customers, and since the creativity of employees creates competitive advantages for organizations, Electro Desert Yazd Company should also try to investigate the factors that increase the creative behavior of employees. Among the various results of scientists' research, the impact of employees' understanding of their company's social responsibility on employees' creative behavior has recently been the focus of researchers (Hur et al., 2018: 630). Therefore, in this research, the relationship between employees' understanding of the company's social responsibility and creative behavior of employees, as well as the basic mediation mechanisms of the three variables of emotional commitment, compassion in the work environment, and intrinsic motivation, which has not been addressed in any research so far, has been investigated and it tries to help the Empirical development in the literature. Therefore, this research in Yazd Electro Desert Company, which needs the creative behavior of employees to achieve a competitive advantage; tries to investigate whether the employees' understanding of the social responsibility of Electro Desert Company has increased the emotional commitment of the employees, and whether this increase in commitment has caused a compassionate behavior among the employees, and whether this has led to an increase in the internal motivation of the employees who want to behave creatively without external expectations. Theoretical Framework Creative behavior of employees Creativity is the use of mental ability to create a purposeful change in the social or economic power of the organization (Saleh & Brem, 2023). According to Anderson et al., (2014), creativity and novelty are the results of new ideas and improved tasks in the form of products and work processes, and employees of an organization should behave creatively in performing their role and extra-role tasks. Corporate social responsibility Corporate social responsibility is a way of management that organizations should perform activities that have a positive effect on society. In fact, Stuart and Salmon's attitude was based on the fact that they wanted to eliminate the negative effects of the organization on society and tried to change the attitude and behavior of consumers (Stuart, 1998). Fleming also pointed out that social responsibility is the responsibility of companies that companies should not have a negative impact on the social life in which they work. These duties include not polluting the environment; non-discrimination in hiring people; not engaging in unethical activities; Production of qualitative products and positive participation in the lives of people in society (Fleming, 2012). Emotional commitment Emotional commitment refers to a person's emotional attachment to the organization and its goals. In other words, emotional commitment is conceptualized as employees' emotional feeling of belonging to the organization, identification with it, and involvement and participation in the organization. People with strong emotional commitment did not leave the organization; because they like to be a member of the organization (Ahangary et al., 2016; Dziuron & Halaszovich, 2023). Compassion in the workplace Compassion in the workplace refers to a collective aspect, where people notice suffering among one or more colleagues, empathize with them, understand the cause of suffering, and finally take collective action to reduce suffering (Chatterjee et al., 2021: 2). Compassion can be described as a person's willingness to devote time and effort to the well-being of others (Chen & Liu, 2023). Intrinsic motivation Doing an activity in itself is called intrinsic motivation rather than the desire for external reward (Feiz et al., 2020: 149). Intrinsic motivation is defined as an individual characteristic in which a person has an internal motivation to achieve something for their own internal satisfaction, not for external benefits (Chen & Liu, 2023). Research Methodology Considering that, the present research sought to investigate the role of the perceived social responsibility of the company and psychological mechanisms (emotional commitment, compassion in the work environment and internal motivation) to achieve the creative behavior of employees in Electro Desert Company in Yazd city, it is practical in terms of the objective, and, descriptive-survey type in terms of the method of data collection. The statistical population of this research includes all the employees of Electro Desert Company in Yazd city, numbering 380 people, from which a sample size of 191 people was determined by using Cochran's formula. Of course, in this research, the method of obtaining the number of sample sizes in SmartPLS3 software, which uses the partial least squares technique, was also investigated; its method is such that the number ten is multiplied by the number of indicators of the measurement model, which has the most indicators among the measurement models of the main research model (Davari & Rezazadeh, 2014: 75). It should be mentioned that in the present study, the highest indicator is related to the variable of emotional commitment, which has eight items and ten times it, the number becomes 80, so the sample size is sufficient for the research model. The tool for collecting information in this research was standard questionnaires; and the questionnaire of perceived social responsibility of the company from the study of Su & Swanson, (2019); Questionnaire of creative behavior of employees from the study of Hur et al., (2018); Emotional commitment questionnaire from the study of Meyer & Allen, (1997); Compassion in the workplace questionnaire from the study of Cameron et al., (2004); and internal motivation questionnaire from the study of Hur et al., (2018) were used, the content validity of which was checked and confirmed by management professors and experts. Both divergent and convergent validity index and factor loadings were also used to check the validity; and the reliability of the research instrument was calculated and confirmed by two methods, Cronbach's alpha coefficient and composite reliability. Research Findings The analysis method used in this research to test the research hypotheses was the structural equation modeling technique, and the research findings showed that all the values ​​obtained for the fit indices are acceptable. The findings regarding the hypothesis test showed that the perceived social responsibility of the company has a significant relationship with Creative behavior of employees, emotional commitment, compassion in the work environment, and internal motivation of employees. Also, the variables of emotional commitment, compassion in the work environment, and internal motivation of employees have a significant relationship with the creative behavior of employees, and finally the mediating role of emotional commitment, compassion in the work environment, and internal motivation of employees in the relationship between the perceived social responsibility of the company and the creative behavior of employees was confirmed.. Conclusion The present study was conducted with the aim of investigating the role of the perceived social responsibility of the company and psychological mechanisms (emotional commitment, compassion in the work environment, and intrinsic motivation) to achieve the creative behavior of employees in the Electro Desert Company of Yazd. This research tried to investigate, according to the theory of social identity and self-determination, how the macro concept of social responsibility of Electro Desert Company can directly and indirectly affect the micro concepts, such as compassion, commitment, motivation and creative behavior of employees. Therefore, according to the results of the research, it was found that by using the theory of social identity, the employees' understanding of the social responsibility of the Yazd Electro Desert Company increased the emotional commitment and compassionate actions of the company's employees, and considering that a company with social responsibility, pays attention not only to It internal stakeholders, but to external stakeholders such as customers, society and even its environment, and works for their interests; therefore, such a company that prefers the interests of the whole over personal interests, causes employees to be encouraged, do not consider only their personal benefit, and find their job attractive and meaningful to help the society; and this strengthens their internal motivation, and they don't need external rewards to be motivated; thus, the ethical participation and social responsibility of Yazd Electro Desert Company instills a sense of respect and trust among the employees, and by using the self-determination theory, it in turn has a positive effect on the internal motivation of the employees, and thus, the creative behavior of the employees of this company increases.  

Abstract Abstract The purpose of this research is to design the behavioral model of managers in the digital era by the approach of data-based theory. The research method is applicable in terms of purpose, and exploratory in terms of nature. The statistical population of the research is the managers of petrochemical companies affiliated to the National Company of Petrochemical Industries of Iran. 8 members of the participating team were selected by the purposeful sampling method. To collect and analyze the data, the foundation's data theory research strategy was used. The data collection tool is a semi-structured interview. Data analysis and model design were done in three stages of open, central and selective coding. The findings indicate that causal conditions include human factors, environmental factors, and organizational factors; the main phenomenon of managers' behavior include communications and interactions, trust, decision-making in uncertainty, personality traits, and digital behavior; background conditions include digital knowledge and understanding, digital education and culture, management of experience and digital talent and skills, future-oriented and digital strategic thinking, change management, and digital leadership ability; intervening conditions include digital mentality and attitude, manager's intelligence, manager's values, and the innovation and nature of business and industry; strategies and mechanisms include innovation and learning strategy, retention strategy, digital combination and focus, digital participation strategy, and digital leadership and governance strategy; and consequences includes consequences of individual dimensions and organizational dimensions. Extended Abstract                                           Introduction Undoubtedly, the growth and development of any organization depends on the development of human capital of that organization. Paying attention to human capital is one of the basic pivotes of the development of organizations. Human capital is considered the most valuable source of the organization's resources, which can form the competitive advantage of today's organizations to deal with the vast environmental changes. Capable human resources are the winning card of today's organizations (Poureza et al, 2021). Employees (managers) have also been mentioned in organizations as one of the types of human capital that are influential in the growth and development of the organization. Therefore, employees (managers) are the most important assets of companies on the way to success (Sirghani et al, 2023). The growth and development of the organization has been found to be effective in creating the capacity of the employees (managers) in order to meet the current and future needs of the organizations. Accordingly, every organization relies on its employees to expand competitiveness and profitability (Sirghani et al, 2023). When talking about the behavioral pattern of managers in the digital age, the first thing that comes to mind is the effective functional and organizational outcomes resulting from the strategy and guidance of that manager. Managers are known as one of the driving factors and the basic engine of change and transformation in the management of an organization, and in accordance with strategic, technological approaches and moving in the digital direction, including the fundamental variables in organizational transformation and effectiveness. Without the presence of a capable manager, with knowledge and leadership skills in managing the affairs of employees and directing the organization, the implementation of many large and strategic plans and projects will not be easily possible and realized. (Malekzadeh & Sadeghi, 2017). This research is based on the search for an answer to this question: What is the behavioral model of managers in the digital age with the approach of data-based theory? Theoretical Framework The behavior of managers in the digital age In the era of digital transformation, digital behaviors and skills for managers and employees include a new perception of talent; meaning the development of core skills to increase organizational performance: leadership, analysis, advanced skills in problem solving, decision-making, and design thinking. In this process, managers become producers - creative content and storytelling; content distributors through social media platforms; receiver - creating resonance and interaction through selected responses; analyst - monitoring the dynamics of the social media industry; consultant - activating and supporting the 360 degree environment in the use of social media; architect – use social media for key business functions (Deiser & Newton, 2013). CEOs and HR leaders are focused on understanding and creating a shared culture, designing a work environment that engages people, and creating a new model of leadership and career development by adopting digital technologies (Rachinger, 2019). Arenage et al, (2023) investigated the main competencies required for entrepreneurial leadership style in the digital age and effectiveness in innovative organizations. In this study, 119 leaders in the technology sector were investigated. Seven latent variables that give meaning to a new style have been identified through factor analysis. The results of this research have shown that teamwork, motivation and risk-taking have a direct and significant effect. These factors have been identified among the most developed competencies. Therefore, these factors have the greatest impact on the kind leadership style, that is, a style that is based on kindness, support, gentleness and kindness with colleagues. Creativity and caring for others have shown the least impact. In this research, tools are also provided to improve competencies with the least impact and ultimately lead to compassionate entrepreneurship. In addition, it has been shown in this research that the entrepreneurial attitude improves the quality of the entrepreneurial ecosystem for business management. Chenari & Habibinia (2022) have conducted a research on emotions and feelings on the leadership style of managers in government organizations. In this research, it has been stated that emotional intelligence is a new achievement in the science of psychology, and has recently entered the field of management, and includes understanding and identifying feelings and emotions in people and using this perception to make appropriate decisions in daily life. This research was conducted to study the effect of emotions and feelings on the leadership style of managers. The results of the investigated research indicate that managers and leaders who have a higher level of emotional intelligence have a more favorable and effective leadership, because this group of managers has the ability to adopt the appropriate interactive style to guide and lead the organization effectively by understanding the requirements and environmental situation.  Research methodology The research method is applicable in terms of purpose, and exploratory in terms of nature. The statistical population of the research is the managers of petrochemical companies affiliated to the National Company of Petrochemical Industries of Iran. 8 members of the participating team were selected by the purposeful sampling method. To collect and analyze the data, the foundation's data theory research strategy was used. The data collection tool is a semi-structured interview. Research findings Data analysis and model design were done in three stages of open, central and selective coding. The findings indicate that causal conditions include human factors, environmental factors, and organizational factors; the main phenomenon of managers' behavior include communications and interactions, trust, decision-making in uncertainty, personality traits, and digital behavior; background conditions include digital knowledge and understanding, digital education and culture, management of experience and digital talent and skills, future-oriented and digital strategic thinking, change management, and digital leadership ability; intervening conditions include digital mentality and attitude, manager's intelligence, manager's values, and the innovation and nature of business and industry; strategies and mechanisms include innovation and learning strategy, retention strategy, digital combination and focus, digital participation strategy, and digital leadership and governance strategy; and consequences includes consequences of individual dimensions and organizational dimensions.  Conclusion The present research was conducted with the aim of designing the behavioral model of managers in the digital era with the approach of data-based theory. The results of this research are in agreement with the results of Arenage et al, (2023), Firouzbakh & Rezaiean (2022), Chenari & Habibinia (2022), Ramazanifar (2022), Weber et al, (2022), Magesa & Janathan (2020), Singh et al., (2019), and Kelantari et al, (2019). Arenage et al, (2023) showed that teamwork, motivation and risk-taking have a direct and significant effect. These factors have been identified among the most developed competencies. Therefore, these factors have the greatest impact on the kind leadership style, that is, a style that is based on kindness, support, gentleness and kindness with colleagues. Creativity and caring for others have shown the least impact. In this research, tools are also provided to improve competencies with the least impact and ultimately lead to compassionate entrepreneurship. In addition, it has been shown in this research that the entrepreneurial attitude improves the quality of the entrepreneurial ecosystem for business management. According to the results of the research, the following suggestions are presented: For innovation and learning, managers need digital knowledge and understanding - in facing the challenges of digitalization of business, so it is suggested that digital talent and skills managers should be provided by training and developing digital culture - in the context of experience management (employees and customers).

Abstract The purpose of this research is the effect of organizational paradox on sustainability mechanisms at the company level, emphasizing the mediating role of learning ambidexterity which can be an approach towards the development of entrepreneurship. The current research is applied in terms of purpose, and descriptive-survey in terms of nature and method. The statistical population includes 400 managers of Iran Gas Transmission Company, 196 of whom were selected non-randomly as a sample using Cochran's formula. The data collection tool was a questionnaire. Validity (convergent and divergent) and reliability (factor loading, composite reliability coefficient, Cronbach's alpha coefficient) were estimated as good. The results of hypothesis tested by SMART-PLS software show that the organizational paradox has a strong, direct, and significant effect on the Learning ambidexterity; and the Learning ambidexterity has, respectively, a strong, direct, and significant effect on organizational creativity; a medium, direct, and significant effect on organizational resilience; and a medium, direct, and significant effect on organizational energy. Finally, the Learning ambidexterity can play its mediating role. In spite of the designed model, it can be expected that the aforementioned department will definitely resort to learning ambidexterity role in order to develop entrepreneurship at the company level to better show the effects of the paradox of organization on sustainability mechanisms (creativity, resilience and energy). Extended Abstract Introduction This study has tried to show the studied company in an efficient way in the direction of development to more operational entrepreneurship in Iran as a country whose economy is developing, by providing a detailed view of the said mechanisms. In other words; since the Iranian Gas Transmission Company, as the largest subsidiary of the National Iranian Gas Company, has been able to allocate more than 20% of the working manpower (about 11 thousand people) in the gas industry with a background more than half a century, and despite the serious task of managing, preserving, maintaining and exploiting 70% of the physical assets of this huge industry, which is his responsibility; this company is operating with the aim of becoming a leading company in the world in the horizon of 2025. However, this company is not immune from continuous changes and turbulent environment, and the intensification of economic-political sanctions and the unclear prospects of negotiations in recent years have not only faced this company with challenges in the field of achieving its big goals, but have also impeded its development of entrepreneurship. Also, due to the operational nature of the company, the employees of this company must have a high level of creativity, resilience and organizational energy in order to overcome the problems faced by the company's entrepreneurial development. However, as it was said, focusing on one of the poles of organizational duality, either exploitation activities or exploratory activities, has reduced the organization's ability to deal with sudden changes and events, while the recent crisis of the Covid-19 pandemic, and the importance of organizational ability in dealing with these changes, has highlighted the three mechanisms of "creativity, resilience and organizational energy". Since achieving a balance between exploratory and exploitative activities also requires different organizational characteristics, the paradox of organizing has been identified as a solution to the above conditions. But the failure of common types of organizational plans to simultaneously management of paradoxical activities has led to the need for more research in this field. Therefore, due to the lack of research evidence, this research seeks to answer this question: What effect will the paradox of organization have on sustainability mechanisms (organizational creativity, organizational energy, and organizational resilience) with emphasis on the mediating role of ambidextrous learning in the direction of entrepreneurship development? Theoretical foundations Paradoxes are paradoxical, but there are still "simultaneously related elements that persist over time". Paradox can be seen as a stable conflict between interdependent elements or structures. Paradox theory represents tensions that exist simultaneously and persist over time, and that they present competing demands simultaneously that require ongoing responses rather than one-off decisions" (Schad & Bansal, 2018). Paradox at the organizational level includes cooperation and competition between alliances and network forms resulting from cooperation with competitors, in which exploration and exploitation cause continuous and contradictory demands in companies. In this context, it is suggested that companies should "participate; in exploitation to ensure the company's current viability, and in exploration to ensure its future viability". Past studies have shown that to ensure long-term survival, companies need continuous efforts to address multiple competitive demands (O'Reilly & Tushman, 2013). Organizational structure can play an important role in dealing with conflicting demands. According to Rivkin & Siggelkow (2006), organizational structure is simply "a set of methods in which work is divided into distinct tasks and then coordinated". Organizational structure is the way of mobilizing and using organizational resources in a wide range of activities and competitive demands (Siggelkow & Levinthal, 2003). Contingency theory is used to explain the conditions that lead to the adoption of centralized and decentralized approaches. Research Methodology This research is "applicative" in terms of its purpose and "descriptive-correlation with a survey" in terms of the way of data collection. The statistical population (400 people) was managers of Iran Gas Transmission Company, 196 people of whom were selected by simple non-random method for the year 1401. The 10-question organizational paradox questionnaire of Lee & Choi (2003), the 6-question organizational creativity questionnaire of Lee & Choi, (2003) the 6-question resilience questionnaire of Somers (2009), the 14-question organizational energy questionnaire of Cole et al. (2005), and the 10-question ambidextrous learning questionnaire of Atuahene-Gima, K., Murray, (2007) were used as a data collection tool. Research findings In order to investigate the hypotheses of the research, partial least squares structural equation modeling was used with SMART-PLS software.  The results related to the first hypothesis showed that the paradox of organizing has an effect on the ambidexterity of learning. The results related to the second hypothesis showed that the ambidexterity of learning has an effect on organizational creativity. The results related to the third hypothesis showed that the ambidexterity of learning has an effect on organizational resilience. The results related to the fourth hypothesis showed that the ambidexterity of learning has an effect on organizational energy. The results of the fifth, sixth and seventh hypothesis also stated that the ambidexterity of learning has a mediating role in the influence of the organizational paradox on the sustainability mechanisms at the company level (organizational creativity, organizational resilience, and organizational energy). Conclusion and Discussion As it was said, the purpose of this research was to investigate the effect of the paradox of organization on sustainability mechanisms with regard to the mediating role of duality of learning in the direction of entrepreneurship development. This research is in agreement with Pertusa-Ortega & Molina-Azorín (2018), Felin et al, (2012), Jansen (2005), Al-Atwi et al, (2021), Babazadeh et al, (2020), Kamali and Mirzaei (2019), Ebrahimi (2020), Do et al, (2022), Gayed & Ebrashi (2022), Schudy & Bruch (2010). In the end, considering the results of the structural equation model, it can be said that few studies have been conducted in the field of investigating the relationship between variables; for this reason, investigation and research on such relationships between these variables are important. Because reaching a clear understanding of what elements will help to increase the sustainability mechanisms at the company level (creativity, resilience and energy) in the direction of entrepreneurship development is very important. Therefore, this research created a basic prerequisite for effective and efficient corporate systems at the organizational level so that companies can fulfill their sustainability mechanisms towards the demands and needs of their employees. Finally, the results of this research have been a good starting point for further research both theoretically and practically. Theoretically, creating more knowledge and better predicting the relationship between the measured variables leads to a better understanding of the paradox of organization. In practical applications, additional information about the formation of these variables and their relationship with each other has helped the organization paradox to be able to step to the level of stability mechanisms through the duality of learning in the direction of employee satisfaction.