Journal of New Approaches in Management and Marketing

Abstract Abstract
The purpose of this research is to explain the model of key competencies of consumers in online shopping. This research is a type of qualitative research, which is applicable in terms of purpose, and descriptive in terms of data collection. The statistical population of the research is buyers with high experience in online shopping, all of whom have at least 5 years of experience in online sales, and have business management education. The tool for collecting information is an interview. To investigate the validity of the qualitative part, the content validity and intra-coder and inter-coder reliability models were used. In the qualitative part of data analysis method, thematic analysis approach was compiled with MAXQDA software and using coding method. The research results first categorized and modeled the competencies of consumers in 6 stages of the online shopping process. Then, by combining these competencies, five key competencies of consumers in online shopping were identified, which included product identification, self-control, power of choice, consumer support, and decision support. The results of this research, with a combined analysis of the different competencies of consumers in online shopping, can provide important help both to consumers to increase the quality of their purchases, and to the managers of online shopping platforms to improve their services and increase their sales.
Extended Abstract
Introduction
Theoretically, online shopping can benefit consumers due to the wide variety of products and convenient shopping. However, insufficient competence may prevent consumers from enjoying the benefits of online shopping. For example, incompetent consumers may suffer from poor decision-making, impulsive consumption, and online fraud (Chopdar & Balakrishnan, 2020). The effects of consumer competence on consumer satisfaction and well-being have been repeatedly investigated in traditional offline consumption (Fernandes et al, 2020; Lee et al, 2023). However, studies of consumer competence in online shopping have been very limited. Furthermore, the difference between online and offline shopping prevents the transfer of information about the offline shopping experience to online shopping. Therefore, it is important to examine the structure and performance patterns of consumer competence in online shopping. Consumers' personalities such as their gender, age, health status, education level and social status significantly affect their level of financial competence (Andronie et al, 2021). Education is a valid way to improve the financial competence of consumers, especially for college students. This trend is consistent with the fact that online shopping platforms tend to launch consumer credit products to entice low-income consumers. Therefore, improving the competence of consumers and increasing their ability to identify risks will help them make rational decisions (Guofang Liu et al, 2023). Therefore, according to the gap expressed in the research literature, the main question of the research is as follows: What is the model of the key competencies of the consumer in online shopping?
Theoretical framework
Consumer competence
Consumer competence indicates the competence needed by consumers to function effectively and rationally in the market (Park et al, 2011). For example, competent consumers must have the ability to think, identify their needs, recognize essential products, compare prices based on value, and be fully aware of salespeople (Lachance & Choquette-Bernier, 2004).
Intention to buy
Grewal et al, (1998) define purchase intention as a possibility that consumers will find a tendency to buy a product. Purchase intention refers to the fact that the consumer is likely to buy a certain brand of a product category during the purchase (Bonyadi Naeini et al, 2015).
Babashahi et al, (2021) conducted a research entitled "Designing a Competency Model for Digital Marketing Managers" with thematic analysis method. In this study, researchers conducted 17 interviews with digital marketing experts. The findings of the research, which is the final model of the research after the triple steps of open, central and selective coding, show that the competency model of digital marketing managers was formed with 114 codes and 26 concepts in three categories of technical-specialist competencies, human-behavioral competencies, and analytical competencies.
Wang et al, (2019) conducted a research titled "Understanding Emotional and Informational Impact on Customer Knowledge Contribution through Quantitative Content Analysis". Participants in the online community reviewed Xiaomi. The research findings show that informational support (information recognition and credibility of sources) and emotional support (emotional stability and emotional difference) significantly affect customer knowledge participation.
Research methodology
This research is a type of qualitative research, which is applicable in terms of purpose, and descriptive in terms of data collection. The statistical population of the research is buyers with high experience in online shopping, all of whom have at least 5 years of experience in online sales, and have business management education. The tool for data collecting is an interview. To investigate the validity of the qualitative part, the content validity and intra-coder and inter-coder reliability models were used.
Research findings
In the qualitative part of the data analysis method, the theme analysis approach is compiled with MAXQDA software and using the coding method. The research results first categorized and modeled the competencies of consumers in 6 stages of the online shopping process. Then, by combining these competencies, five key competencies of consumers in online shopping were identified, which included product identification, self-control, power of choice, consumer support, and decision support. The results of this research, with a combined analysis of the different competencies of consumers in online shopping, can provide important help both to consumers to increase the quality of their purchases and to the managers of online shopping platforms to improve their services and increase their sales.
Conclusion
The current research was conducted with the aim of explaining the model of key competencies of consumers in online shopping. The results of this research are in line with the results of Babashahi et al, (2021), Wang et al, (2019), De Pelsmacker et al, (2018), Ballestar et al, (2017) Ramanathan (2016), and Day (2011). Babashahi et al, (2021) showed that the competency model of digital marketing managers was formed with 114 codes and 26 concepts in three categories of technical-expert competencies, human-behavioral competencies, and analytical competencies.
From the point of view of consumers, customer service is an important element in online shopping, so it is expected that online shopping platforms will try to improve this part as much as possible. This will be very important in empowering consumers' power of choice. Also, in supporting consumer decision-making, platforms can help empower and support consumer decision-making by developing and improving the comments section of their websites both during and after purchase.
 

Abstract Abstract This research examines the barriers and advantages of using Instagram along with Eitaa or Rubika in virtual businesses. Employing a qualitative approach, data was collected from 12 virtual business owners through semi-structured interviews and purposeful sampling. The data analysis was conducted using thematic analysis, facilitated by MAXQDA software and coding methods. The results indicated that the advantages of utilizing Eitaa and Rubika include reduced internet consumption, the potential to attract governmental and religious clients, the ability to address issues related to accounts or channels, and financial support. The advantages of using Instagram primarily involve ease of building trust. Collectively, the benefits of all three messaging platforms encompass the ability to attract customers from various parts of the city and country, learning from the profiles/channels of successful individuals, gaining information, employing strategies to attract clientele, and the opportunity to connect with new collaborators. The general acceptance of Instagram among the audience and the user-friendliness of domestic messaging applications compared to Instagram are considered additional benefits of these platforms. However, businesses also face challenges, including restrictions and regulations on content creation and advertising, audience limitations, the impact of political and social crises, competition, warnings from authorities, governmental restrictions, unethical behavior from audiences and competitors, and systematic issues such as messaging app bugs, lack of financial support, insufficient features in domestic messaging applications, and ideological constraints. This study offers solutions to improve the utilization of these messaging platforms and to assist businesses in better leveraging the capabilities of Instagram, Eitaa, and Rubika. Introduction The advancement of human life from the era of mass production to the age of communications and information, as well as the movement of countries towards knowledge-based and informational societies, has transformed all aspects of economic, cultural, industrial, and social activities. Among these developments, virtual social networks have experienced significant growth (Talebpour et al., 2014), attracting many businesses due to their features such as constant access, removal of time and space limitations, global reach, flexibility, and multimedia capabilities (Karimian et al., 2017). This has led to changes in consumer buying behavior (Yang et al., 2024). One of the most popular social networks, Instagram, has more than 1.6 billion users worldwide (Kemp, 2023), with 46.89% of Iran's population using it (Statcounter, 2024). Given this popularity, many businesses have started their activities on this platform. However, alongside this, some online business owners have expanded their activities on local messaging platforms like Eitaa and Rubika, responding to audience needs and adapting to domestic conditions due to the larger user base compared to other local platforms. According to statistics from 2023, Rubika has about 40 million users and Eitaa has about 30 million users (Tasnim, 2023). Being present on local messaging platforms such as Eitaa and Rubika, in addition to international platforms like Instagram, offers businesses opportunities for growth and increased revenue. However, business owners also face challenges and barriers, and understanding these challenges and planning to optimize their use is essential. This study seeks to answer the question: What are the advantages and barriers for Iranian businesses in using local (Eitaa and Rubika) and foreign (Instagram) messaging platforms? Theoretical Framework The social marketing theory emphasizes building relationships based on shared values between businesses and customers and uses tools such as social media to improve customer experience and enhance interactions. Simultaneously using both local and international messaging platforms can increase fast feedback and communication, enhancing customer trust and sales volume (Baran & Davis, 2017; Kotler & Roberto, 1989). The Hierarchical Effects Model focuses on the customer acquisition process, from awareness to action, while McLuhan's Global Village concept highlights the role of social networks in reducing geographical borders and influencing user behavior. These networks, as tools for transmitting information and shaping culture and user behavior, provide businesses with opportunities to send targeted messages to both local and international audiences (Baran & Davis, 2017; Zolghadr & Ghasemzadeh-Araghi, 2012). Social Learning Theory emphasizes the importance of observing and modeling competitors. By analyzing competitors' activities on different messaging platforms, businesses learn new methods for brand and business development, and use these patterns to promote their own growth (Baran & Davis, 2017). Finally, the Technology Acceptance Model indicates that if businesses perceive the usefulness and ease of use of a messaging platform, they will be more likely to adopt it and encourage others to participate as well (Ningtyas & Kurniawan, 2024). Methodology In this study, data was collected through semi-structured interviews with 12 online business owners active on Instagram and Eitaa or Rubika. The interviews were conducted purposively via telephone contact, and after obtaining informed consent, the interviews were recorded for analysis. Data were coded and analyzed using thematic analysis (Braun & Clarke, 2006) and MAXQDA software (version 2018). Subsequently, main and subcategories were extracted and compiled into a comprehensive report. Findings The advantages of using the Instagram, Rubika, and Eitaa platforms include their usefulness and ease of use. Local messaging platforms like Eitaa and Rubika reduce costs by offering discounted internet rates and eliminating the need for VPNs, making access to businesses more convenient. Each platform targets a specific audience; for example, Eitaa is more appealing to government employees, while Rubika attracts a younger, teenage demographic. Instagram, with features such as global accessibility, algorithms, and advertising capabilities, helps businesses widely promote their products and utilize diverse ideas for growth. On Instagram, influencer marketing is more effective, while on Eitaa and Rubika, advertisements are mainly promoted through pinned sections and broader areas, where increased monitoring builds user trust. In addition to advertising, promotional exchanges and discounts are popular customer acquisition methods. In Rubika, businesses can receive financial rewards for increased activity, but Instagram does not offer such financial support. Due to its commercial nature, Instagram easily builds customer trust, whereas local messaging platforms require more effort in this regard. Addressing issues on local platforms is easier due to the presence of related organizations within the country, while on Instagram, the only solution is typically email, which is often ineffective. Additionally, the use of these platforms, due to their lack of dependence on VPNs and simpler designs for various age groups, makes it easier for businesses to operate. Ultimately, Instagram, with features like Explore, automatic post downloads, and continuous visibility by users, provides more opportunities for businesses to be seen. Alongside the advantages, there are also various social and systemic barriers on these three platforms. Social barriers include content production limitations across all three messaging platforms. In Eitaa and Rubika, there are restrictions on certain topics, including dress codes, specific terms, and social issues like gender identity, materialism, and consumerism. These restrictions are less common on Instagram, where the focus is more on violent and disturbing content that could lead to account suspension. Additionally, Eitaa and Rubika mainly attract specific age, professional, and religious groups, which limits the target audience for businesses and reduces their revenue potential. In contrast, Instagram’s broad audience diversity offers more opportunities to sell products to different age groups and professions. Another social barrier is the challenges caused by audience behavior, such as offensive comments or inappropriate suggestions. These issues are more prominent on Instagram, especially for women in business, whereas they are less frequent on local messaging platforms due to stricter monitoring. Furthermore, operating on Instagram requires understanding complex algorithms, necessitating that business owners take various training courses. Local platforms, on the other hand, are simpler to use and do not require special training. Finally, intense competition on Instagram often leads to the creation of meaningless content and the manipulation of audience emotions, adding to the challenges faced by business owners. Such competition is less visible on local messaging platforms. Moreover, governmental restrictions in Iran have made it difficult to use Instagram, as political and social events may disrupt access to the platform, requiring the use of VPNs. Systemic Barriers: From a systemic perspective, Instagram allows business owners to receive feedback through comments on posts, a feature that Eitaa lacks. Additionally, upload speed and content size limitations on Eitaa and Rubika can affect user activity, whereas Instagram does not impose content size restrictions. Due to the lack of content editing tools in Eitaa and Rubika, users typically edit their content on Instagram before uploading it to these platforms. Instagram also has ideological restrictions related to words and topics concerning crises and social issues in Iran. If these terms are used too frequently, user accounts may be suspended. In contrast, Rubika offers more financial support to businesses, providing them with funds to prevent their activities from being halted, while Instagram does not offer such financial backing and only provides a platform for activity. Conclusion This study examines the advantages and obstacles faced by online business owners on three messaging platforms: Instagram, Eitaa, and Rubika. In terms of advantages, Instagram provides a suitable platform for business growth with its sophisticated algorithms and diverse tools, allowing business owners to reach a wide range of audiences due to its extensive user base. Additionally, Instagram offers numerous educational resources on optimizing activities and expanding businesses, which can be valuable for business owners. On local messaging platforms (Eitaa and Rubika), advantages include the absence of the need for VPNs and easier access for Iranian audiences. Furthermore, these platforms are more cost-effective compared to Instagram, as business owners do not need to pay additional costs for advertising, training, or internet usage. However, in terms of social barriers, there are significant differences between these platforms. Local messaging platforms impose more content and advertising restrictions, particularly concerning issues such as dress code, consumerism, and topics related to gender identity. Moreover, cultural and religious restrictions specific to age groups on these platforms may hinder business growth. While Instagram has fewer advertising restrictions, issues related to violence, controversy, and intense competition can create challenges for business owners. In terms of systemic barriers, similar problems exist across all three platforms. Eitaa and Rubika face issues such as slow upload speeds and content size limitations, which often drive business owners to turn to Instagram due to its better editing tools and upload capabilities. Additionally, ideological restrictions on Instagram, especially regarding social issues in Iran, may lead to account suspensions. Finally, issues like the lack of financial support on Instagram and software problems across all platforms are fundamental obstacles in the growth of businesses. Overall, operating on Instagram and local messaging platforms each has its own advantages and disadvantages. Online business owners need to choose platforms based on their type of business and audience needs in order to achieve the greatest success with the fewest challenges.

Abstract Abstract
The present study provides a model to identify factors affecting consumer behavior demand for organic products in Iran using a data-based approach, which is in the exploratory research category based on the purpose. The research population includes professionals and experts active in the field of organic products in industry and academia. The sampling method was purposeful and continued until the theoretical saturation stage, in which 14 people were selected. In the technical aspect, the data-based method of the systematic approach of Strauss and Corbin is also used. In the present study, using MaxQuda 2024 software to analyze the data obtained from the interviews; 13 causal factors, 3 central components, 14 strategies, 26 underlying factors, 21 intervening factors, and 12 consequences were found from the 89 initial concepts extracted in open coding. The variables of consumer awareness, acute diseases, health-oriented lifestyle and household purchasing power were identified as the most important causal factors. Exploitation of cyberspace and social networks, education, holding exhibitions, festivals and information were introduced as the most practical strategies. Government support, supervisory and inspection organizations, exploitation of approvals and certificates, policies, laws and collective and cultural values ​​were identified as the most effective underlying factors. Consumer trust, macroeconomic situation and product price, inhibitory intervening factors as well as taste, flavor and quality of propelling intervening factors were identified. Mental and physical health of the community, improvement of the generation and prosperity of organic business were the main outcomes predicted.
Introduction
In modern marketing, with the approach of providing products in line with the needs and desires of customers and simultaneously considering the health and welfare of the community, it is necessary to take action to examine, analyze and recognize the needs of consumers along with considering ways to maintain the health of the community (Khalaji et al., 2022). The goal of the marketing system is not simply to maximize consumption, provide more choice for the consumer, or provide customer satisfaction; but rather to enhance the quality of life to the highest possible level; and quality of life does not only mean the quantity and quality of goods and services, but also the quality of the environment (Chegini Asli & Saleh Ardestani, 2016). Therefore, it should be considered that healthy and pollution-free products guarantee meeting needs while maintaining human and environmental health and hygiene, and considering that the organic industry has the highest level of environmental and human health maintenance (meysamizade et al., 2023),
Organic agriculture means growing agricultural products and raising livestock without the use of chemical fertilizers, pesticides, and genetically modified organisms or products, and is often considered a healthier and safer option than conventional products (Pouralijan et al., 2021). Organic food refers to natural foods free of any artificial chemicals, that is, foods that are generally known to be beneficial for individual health, the environment, and society as a whole (Roseira et al., 2022). Organic agriculture can act as an important factor in local development and has an impact on improving the economic conditions of farmers, cultivating social capital and strengthening their connection to the market (Andruszkiewicz & Wierzejski, 2024). In the last decade, environmental and social concerns have increased and consumers have become interested in food products with environmental, health and social characteristics, in other words, sustainable food products (Aqhasafari et al, 2020).
Determining consumer motivations for purchasing organic products and prioritizing these factors can provide a clear and complete picture to planners and policymakers in this sector so that, with a comprehensive understanding of the level of promotion of the structures affecting it, they can have a complete plan to implement the necessary support policies and fully respond to the needs of producers and consumers, so that ultimately the process of producing organic products can be expanded and enter the consumer market through appropriate marketing channels (Hezar Khani et al., 2023). Paying attention to the needs and demands of consumers is the first step to developing the organic products market because understanding consumer behavior and examining the factors affecting it plays a very important role in the success of any economic system (Karbasi & Sheibani, 2022). Attempts to conduct an extensive study are faced with a lack of articles. Understanding the characteristics and behavior of the target market and being aware of the issues that affect business are essential for effective marketing of organic food items (Raksha Shenoy et al., 2024). Therefore, the researcher intends to answer the question: What are the factors affecting the demand for organic products in Iran?
Theoretical Basis
Organic Product Buyer Behavior
Organic product buyer behavior is a set of decisions and reactions of consumers in selecting, purchasing, and using products that are in line with the principles of health, hygiene, and the environment. This behavior is influenced by individual, social, economic, cultural, and environmental factors and reflects consumers' willingness to purchase products that ensure personal and community health and support sustainable and environmentally friendly production (Safari et al., 2022).
Marketing Mix in Organic Product Buyer Behavior
Marketing mix is ​​a set of organizational tools and actions that companies use to influence consumer decisions and behavior, including product, price, distribution, and advertising. In the context of organic products, the appropriate use of these tools plays an important role in gaining trust, increasing awareness, and strengthening consumer purchasing motivation. Product features, quality, packaging, and health and environmental certification labels are among the factors that influence buyer behavior and make consumers feel confident about the authenticity and value of the product (Hezar Khani et al., 2023).
Andruszkiewicz et al. (2024) conducted a study called “Comparative Analysis of Consumer Behavior of the Younger Generation in Poland and Germany with the Aim of Assessing Consumer Behavior of This Generation in the Context of Organic Food Market Trends”. The results showed that the Covid pandemic and the Ukrainian war have increased social uncertainty and inflation, which has reduced consumers’ purchasing power.
Kamboj et al. (2023) conducted a study called “Motivations for Intention to Buy Organic Food”. This study was conducted on 294 Indian consumers using a questionnaire method. The findings showed that functional value, quality, social norms, consumer innovation, and green trust have the greatest impact on purchase intention.
Research Method
The present study is applicable in terms of purpose, and qualitative in nature, with an exploratory approach, conducted to identify the factors affecting the demand for organic products in Iran. The theoretical framework of the study was formed based on the principles of consumer behavior and theories related to sustainable consumption, and in order to discover the underlying theory, the data-based theory approach with the systematic model of Strauss & Corbin (1998) was used. To collect data, semi-structured interviews were used with 15 academic experts, experts in the agricultural and environmental sectors, as well as activists in the organic products business, including producers, distributors, and consumers. Participants were selected using purposive sampling and observing the principle of theoretical saturation.
The interview protocol was developed based on the research objectives and theoretical background review. In the first stage, a list of 6 open-ended questions was designed that covered various aspects related to the demand for organic products. To increase content validity, the questions were provided to three experts in the field of agricultural marketing and consumption management, and necessary amendments were made after receiving feedback.
The interviews were conducted in person and in some cases online, and each session lasted between 45 and 60 minutes. While adhering to the framework of the questions, it was possible to ask supplementary questions based on the participants' responses to deepen and enrich the data. Before the start of each interview, the objectives of the research were explained to the participants and their informed consent was obtained.
The collected data were analyzed through three stages of open, axial, and selective coding. Review by the participants was used to validate the data, and triangulation of sources and the use of expert opinions were used to ensure reliability. 
Research Findings
The present study showed that the behavior of buyers of organic products in Iran is influenced by a set of individual, economic, cultural and environmental factors. Education, information, smart marketing and access to diverse products are the most important strategies affecting consumer willingness. Also, demographic factors, moral values ​​and laws and regulations act as a basis or barrier to the acceptance of these products.
Discussion and Conclusion
Data analysis showed that the behavior of buyers of organic products in Iran is influenced by a set of economic, cognitive, individual and personality and belief factors. In the economic dimension, household purchasing power was identified as a determining component. This finding shows that even if the consumer has a positive attitude or sufficient awareness about the benefits of organic products, financial constraints can prevent purchase. This result is consistent with the results of Safari et al. (2022) and Hasanzehi & Dadres Mokhtari (2021) and confirms the importance of the economic dimension in consumer purchasing behavior.
In the cognitive dimension, consumer awareness and knowledge related to the benefits of organic products had the greatest impact. The findings show that effective information and education increase purchase motivation; this result is consistent with the studies of Kamboj et al. (2023) and Roseira et al. (2022). Also, personal health concerns and beliefs related to a health-oriented lifestyle, similar to the study of Ayaviri-Nina et al. (2022), play an important role in choosing healthy products and show that consumers in Iran also pay special attention to their own and family's health.
Personality and belief factors were also effective. In particular, the influence of family and reference groups was identified as one of the most important components, indicating that social norms and recommendations from reference groups can shape purchasing behavior. This finding is consistent with the results of Roseira et al. (2022) and emphasizes that consumer purchasing behavior is not only influenced by individual factors, but also social and cultural networks play a key role.
Strategies related to education and marketing, such as education through educational centers, the use of cyberspace and social networks, holding exhibitions, and informing through official media, acted as reinforcing factors and helped reduce consumer resistance. This is consistent with the findings of Hezar Khani et al. (2023) and indicates that education and marketing can strengthen consumer motivation and acceptance.
The underlying factors included demographic characteristics (age, gender, family structure), collective and cultural values, health and treatment conditions, and sales and distribution infrastructures. These factors, similar to the findings of Hasanzehi & Dadres Mokhtari (2021) and Safari et al. (2022), show the role of the environment and social context in shaping purchasing behavior. In particular, collective and cultural values ​​indicate the importance of social and cultural contexts in consumer decision-making.

Abstract Abstract
The aim of the present study is to design and develop an innovative ecosystem model for small and medium-sized enterprises in Iran. The design of this innovation ecosystem model can act as a driving factor for involving various actors in the production, design, development and commercialization of innovative products and services in small and medium-sized enterprises. To achieve this goal, the meta-synthesis method was used and, according to previous studies, 1469 articles were selected and interpreted from among various articles. In fact, an interpretation beyond previous studies was obtained and in this method, the findings were combined and a comprehensive view of the phenomenon in question was obtained. Finally, 69 articles were selected using the screening method. The findings show that, according to the combination of studies conducted, the dimensions of the innovation ecosystem model in small and medium-sized enterprises include innovation in inputs, innovation in processes, innovation in outcomes and outputs, social innovations, strategy innovations, and environmental sustainability innovations. In fact, in addition to these dimensions, their indicators and components have also been extracted, which actually play a facilitating role in implementing the desired model. The results show that the innovation ecosystem model, which is the result of extracting indicators and components, can be applied in small and medium-sized enterprises.
Introduction
Today, creativity and innovation and the ability to discover new opportunities are among the most essential characteristics of entrepreneurs. Competition in technology and ensuring and continuing life and survival in companies and industries require finding new solutions and methods of dealing with problems that depend greatly on innovation, creation of new products, processes, and approaches. In today's business world, some factors such as continuous and sometimes fundamental changes in technologies, emergence of new demands from customers, short product and service life cycles, disappearance of the boundary between industries and the constant presence of new entrants from different industries and many other factors have created a special space and as a result of these changes, companies are dependent on other companies and institutions to create value for their customers. Considering value creation from an ecosystem perspective is different from the traditional view, which is based on value creation by a specific company and is static. Therefore, to use ecosystems, companies need to change their perspective from a traditional and company-based and static view to an ecosystem view (Fuller et al., 2019). In the innovation ecosystem, key people are connected to many other factors in valuable interactions. One of the reasons for the increasing importance of innovation at the international level is the globalization of markets and the competitive pressure on companies to keep on seeking innovation. Innovation ecosystems connect the way actors, producers, service providers, end users, regulators, and civil society organizations to achieve a collective outcome (Zakobedes & Calleagues, 2017). Ecosystems similar to innovation ecosystems increase the sustainability of organizations and industries and can support their sustainable activities towards sustainable development (Reezner & Calleagues, 2019), because it is likely to have implications for both researchers and policymakers and practitioners (Dedhayer & Calleagues, 2018).
Regarding the theoretical gap in the research, it can be said that by reviewing the research, it was found that limited studies have been presented in the field of designing and developing a coherent framework for the innovation ecosystem in small and medium-sized enterprises in the country, although many of these studies were very general or only analyzed the innovation ecosystem from one aspect (Holm & Ankarkrona, 2016). Also, regarding the necessity of conducting this research, it can be said that previous studies have mainly focused on the technological dimension of the ecosystem, which limits the possibility of examining and evaluating complex ecosystems (Chen et al., 2016). On the other hand, a large part of the studies have only examined a few ecosystem actors and the interactions between them, and have not comprehensively examined all stakeholders and the relationships between them (Motoyama & Knowlton, 2017). Today, designing an innovation ecosystem model can be considered as a stimulus to increase the performance of these small and medium-sized industries. In this regard, the present study attempts to, through the study of previous research, address the question of how the innovation ecosystem model in small and medium-sized enterprises is designed and developed using the meta-synthesis model.
Theoretical framework
In the present era, innovation emerges when the organization seeks to respond to an environment in which it is operating under environmental disturbances, and this has caused managers to focus on organizational transformation in order to adapt and respond to changes in a timely manner and maintain the organization's competitive advantages, and they consider themselves in need of an appropriate leadership style and human capital management to deal with such changes (Veghry and Fileshver, 2024).
Small companies may not grow with proper innovation management, but they can still survive. Companies that have planned innovation management well will be able to survive (Zoares Eskoober and Goozman, 2017). On the other hand, businesses also face obstacles, including restrictions and laws on content production and advertising, audience limitations, the impact of political and social crises, the presence of competition, references, government restrictions, unethical behavior of audiences and competitors, and systemic problems such as messaging bugs and lack of financial support, lack of sufficient facilities, and ideological limitations (Kafshdar Toosi, 2024). As Shompiter emphasizes, innovation is a powerful tool for new companies to successfully enter the market and challenge established companies. Also, established organizations need innovation to maintain their competitive position in the face of new and emerging or “disruptive” technologies (Cresstenson, 2010). Radical innovations are those that are developed by a company and are also innovations that are new to an industry (Reechesten and Salter, 2006). SMEs, known for their centralized management and informal structures, are therefore more prone to innovation. Companies that propose product innovation should focus on new product development or technological improvements, while companies that introduce new organizational methods such as process innovation should focus on knowledge and management culture (Ikermorat and Bardoogan, 2011). However, the most difficult task for SMEs is to realize this idea to meet demand. SMEs must follow several stages until the newly created product becomes marketable. New product development is a process in which new ideas are used in the final product and service. This process consists of six stages. Research and development stage, product design, concept testing, prototype, test marketing, and commercialization or launch. All these processes require resources and budget. Studies show that in Iran, not much research has been done so far on the topic of innovation ecosystem model in small and medium-sized companies and key players, and even practical models and patterns in this field. Considering that today advanced economies have placed innovation as their main factor and driver, developing countries need innovation in services and products to accelerate their growth and development. Considering the economic conditions of the country, many small and medium-sized companies cannot continue their production cycle.
Methodology
This research is applicable in terms of purpose, qualitative in terms of data collection, and with a meta-synthesis approach in terms of research implementation method. This research is based on the seven-step method of Sandelowski and Barroso (2007) in meta-synthesis.
Research findings
In this research, based on articles discovered from reputable journals and databases, 68 articles were fully reviewed and by combining the findings, six dimensions along with their indicators and components were identified for the innovation ecosystem, described below. Based on the results of the meta-synthesis, the dimensions of the innovation ecosystem can be categorized into six main areas, including input innovation, process innovation, strategy innovation, output and outcome innovation, social innovation, and environmental innovation.
Conclusion
 The first dimension is the input innovation dimension, consistent with the research of Liang & Wang (2023) and Block et al., (2023), and based on the research conducted, it is suggested that in order to have an effective input in the field of innovation, its indicators and components need to be calculated in a real sense and in accordance with the environment in which it operates. These indicators and components include crowdfunding, launching a venture capital fund, hiring startup-minded employees, innovation in financing methods, etc. The second dimension is the process innovation dimension, which acts as a strategic role in converting inputs into outputs and, in a way, extracts accurate and correct outputs and actions after a targeted and effective analysis of inputs. The results of this dimension are consistent with the research of Piñera-Salmerón et al., (2023). In this dimension, indicators and components such as the production of artificial intelligence-based services, updating machinery and equipment, setting up a research and development unit, using artificial intelligence capabilities, smartening business processes, continuous product improvement, application of quality tools, redesigning parts and components, etc. are mentioned. The third dimension is innovation in outputs and outcomes, which are actually indicators such as obtaining an electronic trust mark, developing new product versions, setting up spin-off companies, using online sales platforms, developing the export of innovative products, obtaining a knowledge-based mark for products, commercializing innovative products, etc., and is consistent with the research of Jin & Li (2023). The fourth dimension is social innovation, the results of which are consistent with the research of Sampaio & Sebastião (2024), and these studies showed that this dimension facilitates the cooperation of non-governmental sectors and civil society to promote innovation and also influence the innovation process. In fact, social innovation is an environmental factor that plays a decisive role in the adoption of innovation and the production of innovation. The indicators of this dimension include the development of corporate citizenship behavior, the allocation of budget lines to the field of social responsibility, the creation of local networks for the exchange of knowledge and benefits, etc. The fifth dimension is innovation strategies, which is consistent with the research of Agazu & Kero (2024). The components of this dimension include the development of entrepreneurial culture, the development of digital entrepreneurship, co-creation in the production of new products, and the development of gradual innovation, and therefore it is suggested that strategy be considered as a facilitator of the role of the innovation path and the purposefulness of the innovation development process. The sixth dimension is environmental innovation, which includes indicators and components such as green innovation development, green management development, green product development, green marketing development, reduction of environmental pollutants, use of less polluting materials, etc., which is consistent with the research of Kirikkaleli et al., (2023). The three dimensions of social innovation, environmental innovation, and strategic innovation are considered as external environmental dimensions of innovation that affect the internal environment of innovation and in a way stimulate innovation. Any research or management action in the field of innovation ecosystems requires a precise understanding of the six dimensions. 

Abstract This research aims to investigate the experiences and characteristics that influence the transition of young individuals' career trajectories from traditional employment to freelancing. The statistical population of this study comprises 28 Iranian specialists in freelancing. The data were gathered using semi-structured interviews with purposive sampling and continued until theoretical saturation was achieved. This qualitative research employs thematic analysis based on the framework established by Braun and Clarke, with coding and analysis performed using Atlas.ti software. The study of the findings identifies four strategic characteristics that offer a thorough picture of freelancing. The initial dimension encompasses the push factors and decision-making in career transitions; the second pertains to substantial economic and financial obstacles during the transition process; the third involves skill development and professional networking; and the fourth addresses the economic empowerment outcomes for youth. The findings suggest that the shift from employment to freelancing is a complex, multifaceted process necessitating meticulous planning, the cultivation of robust social and professional networks, and the establishment of a supportive political and governmental framework. This extensive strategic framework outlined in this research can function as a valuable scientific and practical resource for policymakers, entrepreneurs, and stakeholders, such as chambers of commerce and labor unions, to effectively assist young individuals in their career transitions and foster improved conditions for the advancement of freelancing.

Abstract Abstract This study aims to design a comprehensive and dynamic model to explain organizational resilience in Iranian small and medium-sized enterprises. Given that these companies operate in a unique ecosystem of permanent crisis, traditional resilience models based on cross-sectional shocks seem inadequate to explain their dynamics. This research is exploratory and theoretical in nature and is based on the interpretive paradigm. A mixed methodological approach including metasynthesis as the main method and bibliometric analysis as a complementary method was used, and bibliometric data were extracted from 953 articles in Scopus and analyzed with VOSviewer software. After a systematic search of reliable databases and screening, 67 key articles were selected and synthesized and integrated through a content analysis process. Qualitative data analysis led to the identification of 460 unique conceptual codes that were categorized into 15 organizing themes and 5 overarching themes including: “1. Drivers and enabling factors, 2. Multilevel capabilities (individual/entrepreneurial, organizational, network/institutional), 3. Dynamic process cycle (anticipation, exposure, learning), 4. Resilient strategies (defensive, adaptive, offensive), and 5. Heterogeneous outcomes”. The main finding of the research is “A dynamic and multilevel model of organizational resilience in a permanent crisis environment,” which conceptualizes resilience as an evolutionary meta-capability. This research presents the first comprehensive and dynamic theoretical framework to explain resilience in the Iranian perma-crisis ecosystem, and its main innovation lies in conceptualizing resilience as an evolutionary process for the strategic transition from survival to evolution and showing the mechanisms of this transition. Introduction The business landscape is witnessing a paradigm shift as it enters an era of constant turmoil and unpredictable disruptions. This environment, described as the “Woka world”, has seriously challenged the fundamental principles of traditional strategic management. In these circumstances, the survival and sustainable growth of organizations requires a capacity beyond short-term resistance, known in the literature as the concept of organizational resilience (Chi et al., 2025). The understanding of the concept of resilience has evolved from the traditional “go back” perspective to the new “leap forward” paradigm, emphasizing strategic learning and transformation (Hernes et al., 2025). However, the existing literature suffers from three gaps: theoretical fragmentation and lack of integrated models, a homogeneous view of resilience pathways, and a lack of sensitivity to context. Much of the research has examined resilience in response to episodic crises and has not been able to explain it in the context of a permanent crisis (permacrisis), a structural situation in which multiple and intertwined crises have become the norm (Maalouf et al., 2025). This concept accurately describes the unique nature of the Iranian business environment. Iranian companies, especially small and medium-sized enterprises, operate in a multi-crisis ecosystem shaped by a combination of factors such as economic and institutional instability, international sanctions, social unrest, geopolitical tensions, and infrastructure challenges (Shabani et al., 2025). Numerous pieces of evidence, including the National Business Environment Monitoring Reports and the unprecedented rise in the Uncertainty Index, confirm this turbulent ecosystem. These conditions render resilience models developed in more stable environments ineffective. At the heart of this ecosystem, SMEs, as the driving force of the economy, face a paradox: on one hand, they are more vulnerable due to resource constraints; and on the other hand, they have a higher potential for agility due to their flexibility (Koporcic et al., 2025). How this potential is activated in Iran’s high-risk context is a question that, despite valuable domestic research, still requires a comprehensive model based on systematic knowledge synthesis. Accordingly, this study aims to design and present a comprehensive, dynamic, and multi-level model of organizational resilience for SMEs in Iran’s perma-crisis ecosystem. This article conceptualizes resilience as an evolutionary meta-capability for the transition from survival to evolution, moving beyond a static perspective. To achieve this goal, this research uses meta-synthesis and bibliometric analysis to systematically synthesize previous researches to arrive at a new and context-sensitive theoretical framework and answer the fundamental question: "What are the dimensions and components of a comprehensive model of organizational resilience in Iranian small and medium-sized enterprises in a permanent crisis ecosystem?" The theoretical framework Organizational Resilience Hepfer & Lawrence (2022) defines resilience as “the ability of an organization to anticipate, respond to, recover from, and learn from adversity”. Organizational resilience is a multilevel phenomenon. The existing literature generally distinguishes three key levels of resilience: individual, organizational, and network/institutional (Hillmann & Guenther, 2021). 1. Individual level: This level focuses on the psychological resilience of employees, managers, and especially entrepreneurs (Hartmann et al., 2022). In the context of small and medium-sized enterprises, the individual resilience of the entrepreneur plays a vital and pivotal role in guiding the entire organization’s response to a crisis (Leonelli et al., 2024). 2. Organizational level: This level, which is the main focus of this research, addresses the resources, processes, capabilities, and structures that allow the entire organization to cope with disruptions (Barasa et al., 2018). 3. Network/Institutional Level: This level examines resilience beyond the boundaries of an organization and focuses on the quality of the institutional environment, supportive policies, and the organization’s relationships with external actors and stakeholders (Koporcic et al., 2025). Koporcic et al. (2025) in a comprehensive umbrella review, identified key barriers to resilience in SMEs as constraints related to firm size and greater vulnerability to shocks, financial constraints and ineffective leadership and lack of crisis management skills; and key coping strategies included business continuity planning, organizational culture, technology adoption, proactive manufacturing, and strategic cooperations. De Waal et al. (2025) identified four heterogeneous resilience paths (incomplete recovery and survival, performance recovery, leapfrogging, explosive leap) in a longitudinal study of Ukrainian companies in war conditions, which shows that survival in critical conditions is itself a form of resilience. Research Methodology This research is exploratory and theoretical in nature, based on an interpretive paradigm, and uses the meta-synthesis and bibliometric analysis methods. Research Findings Data analysis was conducted using the meta-synthesis method as the main method and bibliometric analysis as a complementary method. Also, bibliometric data were extracted from 953 articles in Scopus and analyzed with VOSviewer software. After a systematic search of reliable databases and screening, 67 key qualitative and conceptual studies were finally selected and synthesized and integrated through a content analysis process. The results showed that 460 conceptual codes were classified into 15 organizing themes and 5 overarching themes including “drivers and enabling factors, multilevel capabilities, dynamic process cycle, resilient strategies, and heterogeneous outcomes.” The main finding of the research is “A dynamic and multilevel model of organizational resilience in a permanent crisis environment”. This model conceptualizes resilience as an evolutionary meta-capability that emerges from the dynamic interaction between the reservoir of multilevel capabilities and the flow of a continuous learning cycle and includes the following elements: 1) drivers and enabling factors (permanent crisis context); 2) the core of resilience including multilevel capabilities (individual/entrepreneurial, organizational, and network/institutional) and a dynamic process cycle (anticipation, exposure, learning); and 3) heterogeneous outcomes (from survival to explosive mutation). This model operates through strategic choices (defensive, adaptive, offensive) and evolves over time with feedback loops and an “evolutionary learning spiral”. Conclusion The present study aimed to provide a comprehensive and dynamic model of organizational resilience in Iranian SMEs in a permanent crisis ecosystem using a meta-synthesis method. The findings of this study are fully consistent with studies that emphasize the pivotal role of the leader in SMEs (Leonelli et al., 2024; Branicki et al., 2018). However, this model goes further and shows that leader resilience (including strategic intelligence and managerial competencies) is not only a driver, but also the main catalyst for activating capabilities at other levels. At the organizational level, this model is consistent with the main literature by highlighting capabilities such as agility, learning culture and digital transformation (Georgescu et al., 2024; Dowlatabadi, 2025) and shows that organizational capabilities are a platform for institutionalizing individual-level experiences and intuitions and transforming individual learning into organizational memory. At the network level, this model is also consistent with the findings of researchers by emphasizing strategic partnerships and resource dependency management (Koporcic et al., 2025). In the Iranian context, where formal institutions are weak and unreliable, informal and trust-based networks (social capital) become an alternative infrastructure for business. At the macro level, the resilience of small and medium-sized enterprises affects the resilience indicators of society, and supportive government policies can lead to strengthening the country's business ecosystem. This research, by moving beyond simplistic models, attempted to open the black box of resilience in the unique context of Iran's permanent crisis.

Abstract Abstract The aim of this study is to present a model for developing social entrepreneurship policies in the Imam Khomeini Relief Committee. The research method is developmental-applicable in terms of its purpose, and qualitative in terms of its implementation method. The statistical population of this study includes 17 university professors, social entrepreneurship experts, and senior managers of the Imam Khomeini Relief Committee (RA), selected through purposive sampling. The data collection tool is a semi-structured interview, and the interviews continued until theoretical saturation. Data analysis was performed through coding using the content analysis method and using NVIVO version 11 software. The research findings showed that the extracted concepts related to the model for developing social entrepreneurship policies in the Imam Khomeini Relief Committee include 94 themes, 30 basic themes, and 10 organizing themes (drawing a vision supporting social entrepreneurship, improving entrepreneurial capacities in the organization, utilizing economic activity, creating an entrepreneurial organizational culture, service-oriented human resources, social responsibility of the relief committee, creating sustainable value in the organization, creating organizational interactions, promoting social justice and reducing poverty, and improving the organization's entrepreneurial performance). Introduction Today, a new topic that has been considered in the field of entrepreneurship, along with organizational entrepreneurship, is social entrepreneurship. This type of entrepreneurship expresses the benefit of a social institution with an image of discipline, innovation, and social dependence and is rooted in human interactions and human social relations (Gelard et al., 2022). Social entrepreneurship is recognized as the most important tool for addressing social challenges and whenever the market and the public sector cannot cope with these challenges, social entrepreneurship emerges as an agent of change and a social organization as an organizational entity that considers the separatist sector as a customer, while being guided by the philosophy of harmonizing social and economic value (Choi et al., 2024). Entrepreneurship is a process that involves recognizing, evaluating and exploiting opportunities to introduce new products, access new markets or raw materials by organizing efforts that did not exist before (Simeone et al., 2018). Social entrepreneurship is proposed as an innovative approach to addressing social needs with an emphasis on problem solving and social innovations that eliminate traditional boundaries between the private, public and non-governmental sectors. Defining social entrepreneurship and its conceptual boundaries is not an easy task; because the concept is inherently complex and the literature in this field is very new. The term, used in both the general and academic literature, covers a wide range of activities and innovations (Seifi et al., 2024). According to the latest estimates, there were approximately ten million NGOs in the world in 2015. There are also about fourteen thousand NGOs in Iran. Of the total number of NGOs in the country, 5,409 operate under the title of People’s Charity Centers with the license of the Imam Khomeini Relief Committee. These centers consist of a number of local benefactors and trustees managed voluntarily and in a completely popular manner with a board of directors structure and usually in the manner of traditional charities. However, if we define social entrepreneurship as an effective, innovative, sustainable and voluntary response of individuals or social institutions to one or more social needs, then undoubtedly the charity centers of the Imam Khomeini Relief Committee, which are often providing social services in old and traditional ways, are still a long way from reaching the stage of social entrepreneurship. For this reason, one of the solutions to promote social entrepreneurship in the charity centers of the Imam Khomeini Relief Committee is to develop and present a desirable model of social entrepreneurship to transform the management methods of these centers. Therefore, in this research, we seek to answer the question: what is the model for developing social entrepreneurship policies in the Imam Khomeini Relief Committee organization? Theoretical Framework Social Entrepreneurship "Social entrepreneurship is the activities and processes committed to discovering, defining, and exploiting opportunities to enhance social values, which are carried out through new actions and the management of existing organizations in an innovative manner" (Shahvand et al., 2022). Bazoukar & Bagheri (2025) examined the presentation of the Islamic jurisprudence support model of social and economic entrepreneurship. The findings were extracted based on the research approach of 6 aspects, 26 components, and 76 codes. Managers and entrepreneurs should adopt and implement effective principles and strategies to achieve positive outcomes. The results showed that the rights support model of social and economic entrepreneurship was presented in the form of 26 components. Doozandeh Ziabari et al. (2025) examined the presentation of a social entrepreneurship model in the development of rural tourism in the tourism target villages of Gilan province. The results showed that traditional tourism entrepreneurship follows a capitalist approach, is highly profit-oriented, and ignores the social aspects of doing business, which may in turn cause further harm to already disadvantaged communities. Social entrepreneurship in tourism, referred to here as tourism social entrepreneurship, is positioned as a market-oriented approach to addressing various social problems through tourism entrepreneurship.  Research Methodology The research method is developmental-applicable in terms of its purpose, and qualitative in terms of its implementation method. The statistical population of this study includes 17 university professors, social entrepreneurship experts, and senior managers of the Imam Khomeini Relief Committee, selected through purposive sampling. The data collection tool is a semi-structured interview, and the interviews continued until theoretical saturation was achieved. Research Findings Data analysis was carried out through coding using the content analysis method and using NVIVO version 11 software. The research findings showed that the extracted concepts related to the model for developing social entrepreneurship policies in the Imam Khomeini Relief Committee included 94 themes, 30 basic themes, and 10 organizing themes (drawing a vision supporting social entrepreneurship, improving entrepreneurial capacities in the organization, utilizing economic activity, creating an entrepreneurial organizational culture, service-oriented human resources, social responsibility of the relief committee, creating sustainable value in the organization, creating organizational interactions, promoting social justice and reducing poverty, and improving the organization's entrepreneurial performance). Conclusion The present study was conducted with the aim of presenting a model for developing social entrepreneurship policies in the Imam Khomeini Relief Committee. The results of this study are consistent with the studies of Bazoukar & Bagheri (2025), Doozandeh Ziabari et al. (2025), Blanco-Jiménez et al. (2024), Abhari & Hashempour (2024), Viswanath et al. (2024), Azizi & Mohammadi (2024), Chichevaliev et al. (2023), Cortes & Lee (2022), Nourpour et al. (2023), and Gelard et al. (2022). Abhari & Hashempour (2024) showed that there is a direct and significant relationship between social entrepreneurship and its various dimensions and components based on the multidimensional model of social entrepreneurship with environmental components that affect this concept; accordingly, the environmental component corresponding to the "risk-taking" element of "innovative behavior"; the concept of "creative and innovative spaces" and the pillar of "power of wisdom"; the concept of "coherence and integrity" and the pillar of "entrepreneurial virtue"; the concept of "moral values"; and finally the pillar of "identifying social opportunities" which is one of the pillars of social entrepreneurship is the concept of "common norms". According to the results of the research, the following suggestions were made: Participation in social projects Cooperation with non-profit organizations and charities to improve social conditions. Creating awareness campaigns and launching educational campaigns to make people aware of social and environmental issues.

Abstract Abstract
The objective of the current research is destination branding for health tourism in medical centers of Yazd province. The present study is based on the pragmatism paradigm with an exploratory orientation, conducted as developmental research in a cross-sectional manner using a survey approach (interviews) through field studies; the research strategy was projective technique, and data collection was performed using semi-structured, in-depth interviews with 12 experts in health tourism and destination branding who were selected through purposive sampling; at this stage, the sample size was determined based on the theoretical saturation rule, and after three-level coding (open, axial, and selective), this concept was developed; the research findings indicate the necessity of attention to infrastructure factors, cultural factors, and economic factors as variables of health tourism destination country, tourism factors and destination branding factors of the city, advertising, sales promotions, brand communities, and public relations as communication tools variables, as well as physicians and nurses, medical center staff, and managers as human resources variables, and medical equipment/facilities and services as product/service variables.
Introduction
In today's world, health tourism is recognized as one of the most prosperous global industries, attracting millions of people annually to various destinations for medical services (Patterson & Balderas-Cejudo, 2023). Within this context, health tourism destination branding has emerged as a critical factor in attracting both domestic and international patients while creating sustainable competitive advantages for medical centers. A primary concern for health and tourism policymakers is establishing medical destinations as preferred and trustworthy options in the minds of global audiences through effective branding strategies.
Despite Iran's significant potential, particularly in Yazd province, for attracting health tourists, limited research has systematically examined the factors influencing destination branding in this context. A review of existing literature reveals that cultural perspectives and elements - themselves influenced by environmental changes - significantly impact branding. As Wijaya (2024) demonstrated, successful branding strategies can create innovative, distinctive products that foster loyalty among target audiences. Similarly, Ailawadi & Keller (2004) investigated how branding strategies create unique positions for brands across various sectors, contributing to sustainable competitive advantage.
Theoretical Framework
Branding
The rapid changes and transformations at the end of the second millennium, coupled with the emergence of new global challenges, have revealed the limitations of traditional forecasting-based planning methods (Linkon et al., 2024). This constant evolution creates an ongoing need for individuals to adapt to environmental changes (Kindström et al., 2024).
Tourism Destination Branding
Destination branding focuses on creating perceptions or reputations that attract investors and tourists. A strong destination brand serves as an effective tool for differentiation and developing emotional connections with consumers (Darwish & Burns, 2019).
Health Tourism Destination Branding
Health tourism, defined as travel for physical and mental health purposes lasting between 24 hours and one year, represents a rapidly growing sector of the tourism industry (Sattari et al., 2020).
Research Methodology
This exploratory qualitative study adopts a developmental approach within the pragmatism paradigm. Utilizing inductive reasoning and taxonomic modeling, the research employed projective techniques and expert interviews to develop the concept of health tourism destination branding. The cross-sectional field study involved purposive sampling of 12 experts (following theoretical saturation principles) from academia and healthcare management in Yazd province (Table 1).

Credibility: Verified through member checking with participating experts
Transferability: Ensured through peer review by university professors
Dependability: Established through audit trails by two external reviewers
Inter-coder reliability: Achieved >0.7 agreement between independent coders

Findings and Discussion
Analysis of 60-90 minute interviews (recorded with participant consent) yielded 60 open codes, subsequently categorized into 14 axial and 5 selective categories (Table 2). The study identifies critical success factors including:

Infrastructure, cultural, and economic considerations
Tourism and destination branding elements
Communication tools (advertising, promotions, PR)
Human resources (medical staff, administrators)
Service quality and medical facilities

Conclusion
Yazd province - and Iran more broadly - possesses the medical expertise, competitive pricing, and cultural attractions to become a regional health tourism hub. However, realizing this potential requires:

Strategic destination branding
Infrastructure development
Health diplomacy initiatives

The study provides a comprehensive framework for policymakers and healthcare administrators to enhance Iran's position in the global health tourism market through systematic destination branding approaches. 

Abstract Abstract The aim of this study is to present and analyze the customer retention model in electronic banking in order to identify the dimensions that affect customer experience and reduce churn. The present study is a mixed type and its qualitative part was designed based on content analysis. The statistical population of the qualitative part included 15 university professors, senior managers, and marketing experts in the field of banking, selected purposefully. Data were collected through semi-structured interviews, and the coding and theme extraction process was carried out by two independent researchers. The validity and reliability of the codes were confirmed by cross-checking and Cohen's Kappa index. Qualitative data analysis led to the extraction of 404 initial codes, 66 primary themes, 20 basic themes, and four organizing themes. The identified dimensions include "service quality integrity" with subthemes of access quality, technical performance, compatibility, responsiveness, and service diversity; "strategic marketing communications" with subthemes of digital feedback, hidden marketing, communication trust building, digital experience simplification, and emotional-perceptual journey; “Digital interaction experience” included software trust, human touch in technology, clarity of application paths, emotional reflection and the ability to transfer insight to others; and “anticipatory innovation” included future vision architecture, predictive banking, digital care and security embedded in innovation. The findings show that combining these dimensions with marketing strategies can improve the operational efficiency of banks and simultaneously reduce customer churn. Therefore, utilizing this customer retention model can play a key role in improving e-banking performance and increasing customer satisfaction, loyalty and effective engagement. Introduction Due to rapid advances in e-commerce, gaining competitive advantage in the banking sector through maintaining customer relationships has received much attention. Customer retention has become a very challenging issue for managers and organizations (Chowdhury et al., 2024). Customer retention means keeping customers who cooperate with an e-banking service provider for a certain period. From this perspective, organizations consider customer retention as a marketing strategy in which customers are identified as those who return to the same provider within a certain period of time (Rezaei Dizgah, 2023). This approach helps organizations strengthen their relationships with customers and increase their loyalty (Celestin et al., 2024). Research shows that bank customers always have different bank accounts and use different banking services, which may be due to poor service quality, past bank failures, customer distrust of the bank, and high risk perception (Negassa et al., 2023). In addition, despite rapid advances in the quality of Internet banking services, there are still 1.4 billion people in the world without a bank account (Ghani et al., 2022). Despite the rapid adoption of e-banking, most banks still face long queues at their branches. Low customer response rates, poor service quality, poor technology infrastructure, lack of trust, high risk perception, technology mismatch, limited access to online services, online customer frustrations, negative attitudes, low skill levels, customer fears, and lack of financial resources are factors that make customer retention difficult (Sattarii et al., 2022). With increasing competition in e-banking, customer retention has become a difficult task for Qarz-ol-Hasaneh Mehr Bank of Iran, which must pay special attention to retaining its customers. If the bank fails to maintain customer satisfaction and loyalty, it will face the risk of losing customers and reducing market share. Also, the inability to retain customers has led to reduced revenues, increased costs of attracting new customers, and damage to brand reputation. Also, in the digital age, customers can easily use the services of competing banks because their customers may quickly move to other options. This not only leads to a decrease in banks' income, but can also harm financial instability and reduce the bank's ability to attract capital. Therefore, the main question of the present research is: what is the customer retention pattern in electronic banking?  Theoretical Basis Customer Retention Customers in a market purchase goods or services through their purchasing culture and ability to choose and make decisions. This process is complete when the individual decides to purchase and implements it (Cavita et al., 2022). In the early 1990s, numerous studies focused on the concept of customer retention and its benefits for organizations providing products or services. Customer retention is directly related to the long-term profitability of a bank. Also, another reason why customer retention is important is the possibility of turning these people into business partners in business development. This type of relationship goes beyond a purely commercial interaction and leads to deeper and more profitable collaborations in which activities are carried out in a more coordinated manner (Celestin et al., 2024). Quality of e-services Quality of e-services is a key concept in digital environments that refers to the efficiency, reliability, and satisfaction of customer interactions with information technology-based services. In the e-banking environment, quality of service is not only related to the technical performance of systems and easy access, but also includes the overall customer experience in the process of using services, responsiveness, security, and trust in the system (Yeik et al., 2022). Strategic marketing communications Strategic marketing communications are one of the key dimensions of customer retention in e-banking, which plays an important role in shaping the customer experience and promoting their loyalty. This type of communication goes beyond simple information and traditional advertising and focuses on designing messages and interactions in a way that simultaneously enhances brand value and customer experience. In this study, strategic marketing communications were identified as consisting of five subthemes: “digital feedback”, “hidden marketing”, “communication trust building”, “simplifying the digital experience” and “emotional-cognitive journey” (ahang et al., 2024). Selstian et al. (2024) examined “How businesses create personalized experiences to increase customer retention: The role of technology and human interactions in customer satisfaction”, using a mixed approach including quantitative surveys and qualitative interviews; the results showed that implementing effective CEM strategies resulted in a 25% increase in customer retention and a 30% increase in customer satisfaction. Zarinjoy Alvar et al. (2024) studied “Investigating the Effect of Variety of Electronic Retail Delivery Service Options on Customer Retention”, using a questionnaire and analyzing data through structural equations in SPSS and PLS software, they concluded that variety in delivery options has a positive and significant effect on customer retention. The findings showed that the more diverse the delivery options, the greater the customer satisfaction and willingness to repeat purchases. Research Methodology From the perspective of the objective, this study is classified as applicable research. The research method was designed and implemented qualitatively and based on the interpretive paradigm with inductive logic, and given the exploratory nature of the problem; a qualitative research design with an exploratory approach was used. In this study, a sample of 16 people including senior managers, marketing and middle managers of Qarz-ol-Hasaneh Mehr Bank of Iran, as well as professors and experts with work experience related to electronic banking and with research books, articles, or lectures were selected. The sampling method in the qualitative section was non-random and purposeful; in such a way that individuals with specific characteristics in terms of scientific and experimental backgrounds and communication skills necessary to participate and influence the research were selected. The criteria for selecting experts included relevant education in the fields of business administration, business, marketing and banking. In addition, for university professors, publishing at least one book, scientific-research article or lecture in the field of customer retention was considered a criterion; and for managers and experts, at least 10 years of work and management experience in the organization was considered a selection criterion. The interviews continued until reaching the theoretical saturation point; meaning that after the thirteenth interview, no new codes were identified; and for greater certainty, two supplementary interviews were also conducted in which no new codes were discovered. The qualitative data analysis process was carried out using the content analysis method and based on the six-step model of Braun & Clarke (2006). MAXQDA version 12 software was used to organize, manage, and facilitate data processing. Findings An examination of the extracted themes shows that the customer retention pattern in digital banking is the result of a deep connection between service quality, marketing communications, digital interactive experience, and predictive innovation. The thematic analysis process showed that customers do not pay attention to just one aspect of performance when encountering digital banking services, but rather experience a set of functional, emotional, and perceptual perceptions simultaneously. This multidimensional set was formed in the shape of basic themes and gradually integrated into organizing themes and finally into the overarching theme of “customer retention pattern.”  Discussion and Conclusion The present study aimed to analyze the content of the customer retention model in electronic banking, especially in Qarz-ol-Hasaneh Mehr Bank of Iran. The research findings show that customer retention in the digital environment is a multidimensional phenomenon influenced by service quality, marketing communications, digital interactive experience, and proactive innovation. These overarching themes were described through a set of organizing themes and basic themes, each of which plays a fundamental role in developing and strengthening sustainable relationships with customers. Electronic service quality, as one of the fundamental foundations of customer retention, includes accessibility quality, technical performance quality, compatibility quality, responsiveness quality, and service variety quality. The findings showed that customers tend to continue their relationship with the bank when digital systems are reliable, fast, and responsive, and provide a variety of options for conducting transactions (Zarinjoy Alvar et al., 2024). The second organizing theme is strategic marketing communications, which includes digital feedback, hidden marketing, communication trust building, digital experience simplification, and emotional-perceptual journey design. Findings show that smart use of digital feedback and targeted marketing strategies strengthens customer relationships, increases trust, and increases the likelihood of repeat purchases (Sugiato et al., 2024; Kavita et al., 2024). Digital interaction experience, as the third overarching theme, includes software trust building, human touch in technology, clarity of application paths, emotional reflection, and the ability to convey perspective to others. Findings show that customers expect a human and meaningful experience from digital interactions in addition to quality of service (Selstian et al., 2024). Predictive innovation includes future-oriented architecture, predictive banking, digital care, and security built into innovation. The findings showed that banks that are able to anticipate customer needs and provide innovative and secure solutions are successful in retaining their customers in a competitive environment (Ghani et al., 2022; Saruklai et al., 2024).

Abstract Abstract
The aim of the present study is to analyze the effectiveness of persuasive advertising in social networks. The research method is applicable in terms of its purpose, quantitative in terms of implementation, and descriptive survey in terms of data collection. The statistical population of this study consisted of 15 experts from university professors, managers, and marketing specialists, selected through purposive sampling. The tools used were a demographic information questionnaire and a researcher-made questionnaire. The DEMAT questionnaire was used to collect data from the DEMAT section and the network analysis process to prioritize variables. The DENP method (a combination of DEMET and the Analytic Network Process (ANP)) was used to prioritize the influencing factors. The results showed that six main categories, including market needs, research opportunities, social and economic impacts, technology and innovation, societal trends, and social network structure, are in the first to sixth priority, respectively.
Introduction
One of the most important and biggest changes occurred in the field of human life is the emergence of virtual social networks on the Internet. Almost all thinkers and philosophers agree that social media has transformed and influenced human lifestyles and life, although there are different views on the nature, intensity, and type of these effects (Keshwarian et al., 2014). In the past decade, consumers have increasingly connected with both marketers and other consumers through dynamic networks known as virtual social media. Currently, the number of social media users worldwide exceeds four billion; a figure that represents an increase of almost 9% in 2019 alone (Areo & Oyeniran, 2021). Along with the significant increase in social media users, marketers have also chosen social media marketing year after year for various purposes, including advertising, research, customer relationship management, and after-sales service. The majority of marketing managers believe that virtual social media is used primarily for “brand building and brand awareness” activities, and evidence from academic studies also suggests that effective use of social media helps improve brand awareness and brand image, and ultimately product and service awareness, and even improve the financial performance of brands (Haque Beg et al., 2020). This has made the influence of virtual social networks in creating a mental image of brands, companies, and their products and services, as well as in customers’ purchasing decisions, a prominent trend in advertising and marketing discussions (Amirkhani Sararudi, 2025). In Iran, due to limited access to Telegram, Facebook, and Twitter; Instagram was used in this study as a popular application among Iranians, which has attracted much attention from various businesses in terms of marketing and advertising, given the global user community of this virtual social network. According to the latest statistics from the site of Statista, the number of Instagram users in Iran has reached more than 25 million (Khosravilaghab et al., 2022). In recent years, manufacturing companies in the clothing industry have specifically entered the field of Instagram advertising and have been trying to attract Iranian Instagram users to their goods and services by using various advertising tricks such as offering prizes, using celebrities, etc. The important point here is that despite the development of theoretical and empirical knowledge about advertising activities, research and theoretical knowledge in the field of measuring and effectiveness of social network advertising, especially Instagram, in Iran is still in its infancy, and advertising customers do not have a framework for measuring the effectiveness of their advertising; and initial studies also show that many advertising companies still Content producers on Instagram use old models of effectiveness measurement, such as the Aida and Dagmar models, to measure the effectiveness of their advertisements. However, the Instagram environment is very different compared to traditional media, and this difference leads to differences in measuring the effectiveness of advertisements (Hessani Khabr et al., 2025). Therefore, the main question of this research is: how is the presenting of a development model for the effectiveness of persuasive advertisements on social networks?
Theoretical framework
Social networks
Social networks are online platforms that enable the production, publication, and exchange of content and interaction between users and play an important role in shaping consumer behavior and digital marketing (Zhao & Chen, 2023).
Advertising
Advertising as an effective tool for raising awareness and introducing companies, goods, services, and even ideas and views has undergone extensive changes over time. In the contemporary world, advertising has become an indispensable element of the structure of organizations and even cultural and social arenas, such that the continued effective activity of many businesses and social institutions depends to a large extent on the level of success in information and advertising (Sinha, 2021).
Hessani Khabr et al. (2025) examined the presentation of a developmental model for the effectiveness of persuasive advertising on social networks. The results showed that in open coding, the researcher achieved 146 concepts, classified into 31 categories. Persuasive advertising on social networks can have significant effects on consumer behavior and attitudes. These effects include changes in consumer behavior, intensification of competition, formation of values ​​and beliefs, impact on decision-making, change in social behavior, impact on brand trust, change in brand attitude, and impact on social networks. However, these effects are dependent on various factors such as technological changes, social and cultural changes, economic changes, legal and political changes, changes in competition and changes in advertising content and format. As a result, to increase the effectiveness of persuasive advertising on social networks, it is recommended to pay special attention to these factors.
Saghafian et al. (2024) studied the presentation of a model of customer engagement with brands on social networks with an emphasis on cultural differences. The results show that the dimensions and components of customer engagement with brands have an impact on social networks with an emphasis on cultural differences. The results also show a strong and very appropriate fit of the model.
Research Methodology
The research method is applicable in terms of its purpose, quantitative in terms of implementation, and descriptive survey in terms of data collection. The statistical population of this research was 15 experts from university professors, managers, and marketing specialists, selected through purposive sampling. The tools used are a demographic information questionnaire and a researcher-made questionnaire. The DEMATEL questionnaire was used to collect data from the DEMATEL section and the network analysis process to prioritize variables.
Research findings
The DANP method (a combination of DEMET and Analytical Network Process (ANP)) was used to prioritize the effective factors. The results showed that 6 main categories, which include market needs, research opportunities, social and economic impacts, technology and innovation, community trends, and social network structure, are in the first to sixth priority, respectively.
Conclusion
The present study was conducted with the aim of network meta-analysis (DANP) of the effectiveness of persuasive advertising on social networks. The results of this study are consistent with the results of Hessani Khabr et al. (2025), Saghafian et al. (2024), Mohammadi et al. (2024), Mashhadizadeh et al. (2024), Torki et al. (2023), Motiei (2023), Ghiasian et al. (2021), Ahadi & Ghasemi (2020), and Gordon et al. (2019). Hessani Khabr et al. (2025) showed that in open coding, the researcher reached 146 concepts, which were classified into 31 categories. Persuasive advertising on social networks can have significant effects on consumer behavior and attitudes. These effects include changes in consumer behavior, intensification of competition, formation of values ​​and beliefs, impact on decision-making, change in social behavior, impact on brand trust, change in brand attitude, and impact on social networks. However, these effects are dependent on various factors such as technological changes, social and cultural changes, economic changes, legal and political changes, changes in competition and changes in advertising content and format. As a result, in order to increase the effectiveness of persuasive advertising on social networks, it is recommended that special attention be paid to these factors.
According to the results of this study, the following suggestions are made:
 One practical way to implement this strategy is for companies to advertise Produce products that focus on specific needs, such as “environmental sustainability” or “high quality.” For example, if a clothing company uses recycled materials, it can create advertisements that emphasize this feature to attract customers who are sensitive to environmental issues.
 Companies can create more effective advertising strategies and increase the effectiveness of their advertising by considering the needs and motivations of customers.

Abstract Abstract The present study aimed to identify and explain the factors affecting the implementation of sustainable green human resource management practices from the perspective of employees and managers, using artificial intelligence and a green accounting approach. This applicable and qualitative study was designed with a grounded theory approach using MAXQDA software. Data were collected through semi-structured interviews with 15 human resource managers, information technology experts, faculty members, and employees with experience interacting with artificial intelligence systems. Data analysis was conducted in three stages of open, axial, and selective coding. The findings showed that causal factors such as green leadership and manager support, innovation culture and technology acceptance, and the use of artificial intelligence in management processes play a key role in the success of implementing sustainable practices. Also, contextual factors such as organizational resources, technological infrastructure, specialized training, and the use of green accounting indicators provide the necessary context for effective interaction with artificial intelligence systems and the implementation of green processes. Effective strategies include applicable training, process transparency, employee participation in decision-making, and environmental performance monitoring based on green accounting data. The resulting outcomes also include increased productivity, improved efficiency, improved focus on key tasks, and improved environmental performance of the organization. Finally, this research provides a theoretical-practical framework that organizations can use to effectively and efficiently implement sustainable green human resource management practices by integrating artificial intelligence and green accounting. Introduction In recent decades, attention to environmental sustainability and social responsibilities of organizations has increased significantly. Organizations cannot maintain their position in the competitive market by focusing only on economic profitability; rather, they should also pay attention to environmental, social, and economic issues to both increase productivity and reduce negative impacts on the environment (Ghaemi et al., 2023). One area that plays an important role in achieving organizational sustainability goals is green human resource management. This area includes a set of practices and policies that are designed to improve employee environmental behaviors, reduce the environmental impacts of organizational activities, and create a sustainable culture in the workplace (Singh et al., 2020). Sustainable green human resource management practices are an emerging area in human resource and management studies that, given organizational complexities, require in-depth analysis and qualitative approaches (Alirezaei et al., 2022). These practices include recruiting and selecting employees with environmental attitudes, training and developing green skills, motivating and evaluating performance based on environmental criteria, and creating a sustainable organizational culture (Soleimani et al., 2022). With the increasing growth of artificial intelligence technologies, including chatbots, virtual assistants, and predictive analytics, the application of this technology in human resource management has become an undeniable reality (Tschang & Almirall, 2021). Artificial intelligence enables the automation of repetitive tasks, analyzes vast data, and facilitates complex decision-making, but at the same time raises concerns such as fear of job replacement, reduced human control, and cultural resistance (Huang & Rust, 2021). In the meantime, green accounting has gained particular importance as a complementary approach. Green accounting allows organizations to quantitatively assess and monitor the environmental impacts of human resource activities and processes and make strategic decisions based on real data and financial-environmental metrics. The integration of green human resource management, artificial intelligence, and green accounting provides an unprecedented opportunity to improve organizational performance and achieve sustainability goals (Akbari et al., 2023; Jalalniya et al., 2024). The perspectives of employees and managers, as the main sources of internal information in the organization, can provide a practical and applicable look at the effectiveness of green practices, the capabilities of artificial intelligence, and the role of green accounting in improving performance. The use of qualitative methods, especially the GRADE approach, in this research allows for the extraction of a theory that is consistent with organizational realities and is based on empirical data and direct perspectives of stakeholders. Therefore, the present study answers this fundamental question: What are the sustainable practices of green human resource management from the perspective of employees and managers using artificial intelligence and a green accounting approach?  Theoretical Framework Technological Infrastructure, Productivity, and Green Accounting in Green Human Resource Practices Technological infrastructure includes hardware and software equipment, access to smart systems, and digital tools that enable the effective use of new technologies such as artificial intelligence (Wang et al., 2025). Research shows that the existence of appropriate infrastructure is a prerequisite for the successful implementation of sustainable green human resource management practices and has a direct impact on organizational productivity (Yu et al., 2020). In organizations with complete and up-to-date technological infrastructure, employees can perform daily tasks and green human resource processes faster and more accurately, errors are reduced, and more time is left to focus on creative and developmental activities (Choung et al., 2022). Without proper infrastructure, even with high employee motivation and readiness, productivity in green practices cannot be fully realized (Xu et al., 2021). On the other hand, green accounting, by providing quantitative tools and environmental indicators, enables monitoring and evaluation of the performance of green human resources and organizational processes. Efficient technological infrastructure also paves the way for the implementation of green accounting systems and provides accurate and timely data for the organization's strategic decisions (Rostamzadeh Ganji et al., 2025). In this way, technological infrastructure not only increases the productivity of green activities, but also enables the alignment of the organization's productivity and environmental sustainability goals by integrating environmental and financial data in green accounting (dowlatabadi, 2025). Siddique et al. (2025) conducted a study on “A Bibliometric Study on Sustainable Human Resource Management (1982-2023)”, the research method is library research; a total of 765 publications (between 1982 and 2023) selected from the Scopus database, which were carefully reviewed to obtain insightful results. The study through thematic mapping shows that sustainable human resource management is still an emerging and contemporary concept. Furthermore, the themes of sustainable human resource management are underdeveloped and need conceptual clarity. Shin et al. (2025) conducted a study on “Artificial Intelligence in Human Resource Management: A Trigger for Organizational Dehumanization and Negative Employee Reactions”; the findings showed that the involvement of AI in HR operations leads to increased organizational dehumanization, thereby provoking negative employee reactions. Research Method The present study was applicable in terms of purpose and qualitative in nature with an exploratory approach, and its aim was to identify and explain the factors affecting the implementation of sustainable green human resource management practices using artificial intelligence. The theoretical framework of the research was formed based on the theories of technology acceptance and green human resource management, and to discover the underlying theory, the data-based theory approach with the systematic model of Strauss and Corbin (1998) was used. Data were collected through semi-structured interviews with 15 human resource managers, information technology experts, faculty members, and employees who had experience interacting with artificial intelligence systems in the workplace. Participants were selected through purposive sampling and by observing the principle of theoretical saturation so that the data were comprehensive and analyzable. The data were analyzed in three stages of open, axial, and selective coding, leading to the extraction of the main components of the paradigmatic model, including causal factors, background conditions, intervening conditions, strategies, and consequences. The findings showed that causal factors including green leadership, managerial support, innovation culture and technology acceptance, and practical use of artificial intelligence play a pivotal role in implementing green practices. Research findings Research findings showed that the use of digital technologies, especially artificial intelligence, leads to a significant transformation in green human resource management practices and improves employee outcomes. Green leadership, innovative organizational culture, and managerial support as causal factors play a key role in the acceptance and effectiveness of these technologies. Also, technological infrastructure, specialized training, and the use of green accounting indicators as contextual factors provide the basis for the successful implementation of sustainable practices. Ultimately, the implementation of these practices leads to increased organizational productivity, improved employee performance, and improved environmental performance of the organization.  Discussion and Conclusion The present study aimed to explain how digital technologies, especially artificial intelligence, have affected the evolution of human resource management practices and their consequences on employee outcomes, focusing on the green human resource management and green accounting approaches. By adopting a qualitative approach and utilizing data-driven theory, an attempt was made to analyze the phenomenon under study not only from the perspective of predefined variables, but also based on the experience and perceptions of managers and employees in the real context of organizations. Green leadership and managers’ support for environmental, innovation, and technology goals, as key factors, provide the basis for the acceptance and application of smart technologies. The findings show that when managers actively support green practices and artificial intelligence systems, employees are more motivated to participate and implement these processes, which is in line with the studies of Sidra et al. (2022) and Singh et al. (2020). The culture of innovation and technology adoption in the organization, as the second causal factor, plays an important role in facilitating the implementation of green practices. Findings show that organizations that emphasize learning, technology adoption, and open interaction with new ideas implement green human resource processes with greater accuracy and speed (Fazalali & Moazzami, 2022). This indicates that organizational culture can have a significant reinforcing effect on employee interaction with AI and the adoption of green practices. The practical use of AI has clear advantages: improving decision-making, increasing speed and accuracy, and reducing human errors. Its integration with green accounting allows for continuous monitoring of performance and the achievement of productivity and sustainability goals at the same time (Akbari et al., 2023; Jalalniya & Hamedi, 2024). This emphasizes that technology is not only a facilitating tool, but also helps to achieve environmental goals and organizational productivity. Contextual factors including organizational culture, available resources, and training play a reinforcing role. A supportive organizational culture and adequate resources, including technology infrastructure and skilled human resources, enable the effective use of AI (Yu et al., 2020; Rostamzadeh Ganji & Jayervandi, 2025). Training and empowering employees increases their skills and confidence, enabling better implementation of green practices. This finding is consistent with studies by Chen & Wen (2021) and Choung et al. (2022), which show that training and transparency play a critical role in technology adoption. Systems complexity and environmental pressure were identified as intervening factors. Technological complexity can slow down the adoption and use of AI, and organizational or competitive environmental pressure also affects the implementation of practices (Wang et al., 2025; Xu et al., 2021). Ultimately, the outcomes of successfully implementing sustainable green HR practices using AI include increased productivity, reduced errors, improved employee focus on important tasks, and positive environmental impacts. The intelligent use of technology and attention to human factors not only improves organizational performance, but also aligns with the achievement of sustainable development goals (Sadeghi, 2024; Shin et al., 2025).

Abstract Abstract The aim of the present study was to design an influencer marketing model based on the behavior of mountaineering product consumers with a data-based approach. The research method was qualitative and based on grounded theory. The statistical population included experts in the field of influencer marketing evaluation, faculty members, marketers, and manufacturers of mountaineering products. Sampling was purposefully conducted using the data saturation technique, and 12 people were selected for in-depth semi-structured interviews. Data analysis was conducted using the grounded theory method. The findings showed that 46 initial codes were extracted in the form of 15 main categories, which are: perceived credibility and expertise, value alignment, content quality and honesty, characteristics of the mountaineering community, nature of mountaineering products, advertising saturation in social networks, previous consumer experience, level of personal knowledge and expertise, perceived risk, mutual verification, direct communication and observation, use of established influencers, increase or decrease in trust in the influencer, change in attitude towards the brand, and decision to buy or not to buy. The results showed that the impact of influencers on consumer behavior is very deep and fundamental, depending on the characteristics of the target population such as children, adolescents, women and men. The findings can help brands and marketers to create more effective interaction with audiences and improve influencer-based marketing strategies by identifying effective criteria. Introduction Today, social media is known as the turbulent helm of the Internet; media that are based on web technology and play a fundamental role in the world's media equations by virtual sociality (Karimi et al., 2025). Based on Matthews' theory (2012), in the article Guide to Identifying Influencer Goals, it has been determined that consumers trust third-party recommendations (influential person) on a blog or Instagram or all social networks more than their paying attention to a brand (Duh et al., 2021). Social media influencers can be connected as friends or consumers in order to achieve the marketing goals of a brand and, due to their reputation, they can bring together not only fans of their specific field of activity but also a wide network of followers in their virtual space and, by taking advantage of their influence, direct people to the website or product of the related brand and increase the volume of social media exposure and introduce and promote the company's product through their recommendation or story according to their experience with the product or the manufacturer (Masoumi et al., 2023). On the other hand, sport has entered the field of economic science and art by introducing its new social values. The obvious and hidden attractions resulting from this development have aroused feelings and created certain tendencies among all societies towards sporting events (Zeithaml & Bitner, 2023). In order to effectively achieve global trade, sports and non-sports marketing organizations (including mountaineering disciplines) have greatly benefited from marketing opportunities such as sponsors of sports competitions, broadcasting rights and product endorsements by athletes and "social media influencers" in the field of marketing mix and consumer behavior (Alidoost Zoghi et al., 2021). When a product is noticed and supported by a famous sports star, effective conditions will be provided for persuading fans and others to buy that product through psychological connection with fans. In other words, a product based on the advertising or emphasis of a social media sports influencer will have two characteristics: uniqueness and value among his fans and followers in the online space. Accordingly, marketers and stores of sports products such as mountaineering products are seeking to improve marketing programs in order to increase sales of their products, control consumer behavior and have greater coordination between the consumer and the products produced by their brand, which is being formed and developed by influencers on social media (Khosravi et al., 2023). A review of research conducted in this field indicates that despite the increasing use of the effective capacities and capabilities of "social media influencer marketing on consumer behavior", there are no precise criteria for measuring this type of marketing, and due to the new emergence of this phenomenon in the field of sports products, especially mountaineering products, deep and extensive research has not been conducted (Anggraheni & Haryanto, 2023). Accordingly, the researcher aims to design and explain the influencer marketing evaluation model based on the consumer behavior of mountaineering product users, taking into account the aforementioned issues and based on issues such as the fundamental challenge of marketers and researchers in identifying influencer marketing criteria and indicators and the lack of specialized knowledge in this field, and the measurement and evaluation model for social media influencer marketing in the field of mountaineering and sports products using the data-based method to show what the influencer marketing evaluation model is based on the consumer behavior of mountaineering product users; and how the causal conditions, background conditions, intervening conditions, strategies, and consequences of the influencer marketing evaluation model based on the consumer behavior of mountaineering product users will be explained. Theoretical Basis Influencer Marketing Influencer marketing is a marketing strategy in which businesses collaborate with influential people on social networks or other platforms to introduce and sell their products, services, or brands to the influencer's audience (emad et al., 2024). Influencer marketing is not limited to a specific medium or platform, but many people recognize and apply the concept more in the social media space (pick et al., 2021). Consumer Behavior Consumer behavior refers to the actions of individuals or groups in acquiring, consuming, and disposing of economic goods and services, including the decision-making processes before and after these actions. Consumer behavior is the study of consumers and the processes they use to select, use (consume), and dispose of products and services, including consumers' emotional, mental, and behavioral responses. Consumer behavior includes ideas from several sciences, including psychology, biology, chemistry, and economics. Consumer behavior is the study of how individuals, groups, and organizations purchase, use, and consume ideas, goods, and services to satisfy needs and wants (Divandari et al., 2023). Kamali et al. (2025) investigated “Factors Affecting Intention to Purchase FMCG from Online Retailers (Case Study: Kale Dairy Products)”. This research was conducted using a descriptive-survey method and structural equation modeling. The results showed that situational variables such as system quality and product familiarity have a significant effect on perceived usefulness, but they had no effect on perceived hedonicity. It was also found that perceived usefulness and hedonicity mutually affect each other and both have a positive effect on consumers’ purchase intention. Abrood et al. (2024) investigated the “Effect of Social Media Marketing on Consumer Behavior with Respect to the Mediating Role of Brand Value”. The descriptive-correlational research method and data analysis were conducted using path analysis. The results showed that social media marketing has an effect on consumer behavior. However, entertainment did not have a significant effect on brand awareness and image, and favorable information only had a positive effect on brand image. Also, word-of-mouth marketing had a significant effect on brand awareness and image. Finally, both brand awareness and image had a positive and significant effect on brand preference and brand loyalty. Research Method The present study was qualitative and based on Grounded Theory. The statistical population included experts in the field of influencer marketing, faculty members, marketers, and manufacturers of mountaineering products. Twelve people were selected by purposive sampling and using the data saturation technique. Data were collected through semi-structured in-depth interviews and continued until information saturation was reached. Data analysis was conducted using the Strauss & Corbin (1998) method and three stages of open, axial, and selective coding. In open coding, interview phrases were transformed into abstract concepts; in axial coding, concepts similar to composition and components were formed; and in selective coding, final categories including causal, contextual, intervening factors, strategies, consequences, and central phenomenon were extracted. To increase the validity of the research, criteria of validity, reliability, verifiability, and transferability were used. The opinions of professors and colleagues were considered in reviewing the codes and analyses, and all stages of the research were documented to provide verification and replication.  Findings The research shows that influencer marketing plays an important role in shaping consumer behavior of mountaineering products. The effect of this marketing depends on the influencer's credibility and expertise, value alignment, content quality, customer experience and knowledge, and risk perception. Effective engagement and the provision of authentic content increase trust, change brand attitudes, and purchase decisions. Strategies such as direct observation, verification, and leveraging established influencers enhance marketing effectiveness. This research provides a practical and theoretical framework for designing and evaluating influencer-based marketing. Discussion and Conclusion The present study aimed to design an influencer marketing model based on the behavior of consumers of mountaineering products and was conducted with a grounded theory approach. The findings showed that in the field of specialized and high-risk products such as mountaineering equipment, the success of influencer marketing does not depend solely on their reputation or number of followers, but rather on the authenticity, honesty, and effectiveness of the content produced by the influencer. Experienced consumers make their purchase decisions based on their perception of the expertise and real credibility of influencers, and their trust in the experience and technical knowledge of these people plays a central role in the effectiveness of marketing messages. Data analysis showed that the three main factors of "perceived credibility and expertise", "value alignment", and "content quality and honesty" have the greatest impact on consumer behavior. Consumers respond positively to marketing messages when the influencer has practical experience in mountaineering, provides expert and honest content, and their ethical values ​​and lifestyle are consistent with their own. These findings are consistent with research by Anggraheni & Haryanto (2023), Yazdani Kachuei et al. (2022), and Masoumi et al. (2023), and confirm the importance of expert trust and value congruence in forming consumer loyalty and emotional attachment. Contextual factors, including characteristics of the mountaineering community, the nature of products, and advertising saturation on social networks, as well as intervening conditions such as personal experience and knowledge, and perceived risk, play an important role in evaluating advertising messages. Consumers make their purchase decisions using strategies such as verification, comparison of different sources, and actual observation. Finally, the final research model showed that the perception of authenticity and effectiveness of influencers’ messages is affected by causal, contextual, and intervening factors, and by adopting specific strategies, it leads to outcomes such as increased or decreased trust, changed brand attitude, and purchase decision. These results are consistent with the findings of Emad et al. (2024) and Divandari et al. (2023) and show a new dimension of trust in influencers’ experience and expertise in specialized sports markets.

Abstract Abstract The aim of this study is to present a guerrilla marketing model in sports retail. This study was conducted qualitatively, using a data-driven approach with the Glaser approach. The statistical population of the study included 15 elites in the field of sports management and marketing and sports product sales managers. The data collection tool was a semi-structured interview. The data-driven method was used to collect and analyze data. Data analysis was carried out in three stages of open, axial and selective coding. MAXQDA 24 software was used to analyze the data. The findings showed that the proposed model with six main dimensions; which include customer market analysis, goal setting, marketing mix, customer experience management, result achievement and guerrilla environment, is designed based on innovative strategies and unconventional marketing tools. In this regard, each of these dimensions plays an important role in the successful implementation of guerrilla marketing in sports stores and can lead to tangible and significant results in attracting and retaining customers. Overall, designing a guerrilla marketing model for Iranian sports retailers can help businesses achieve positive results in attracting customers and increasing sales through innovative, creative, and low-cost approaches. This model, relying on accurate market analysis, specific targeting, effective use of the marketing mix, customer experience management, and results evaluation, allows sports stores to operate effectively in the current competitive market and ultimately achieve profitability and sustainable growth. Introduction Today, the significant entry of small and large companies into various industries has created a highly competitive environment in the business world; an environment in which companies compete with each other to gain a larger share of the market and use various advertising and marketing tools in this competition. Excessive use of traditional marketing techniques has caused many people in society to ignore them and even rebel against the onslaught of such advertising. Therefore, companies, especially smaller ones, are looking for marketing techniques more innovative and attractive than traditional marketing, and of course more effective. Guerrilla marketing is a modern marketing method that uses unusual and unconventional methods to attract as many customers as possible. The term guerrilla marketing was first used in 1982 by J. Conrad Levinson, a marketing expert. This term can be defined as “the use of unusual tactics in marketing in order to gain visibility, attract attention, and achieve results with minimal resources” (Levinson, 1982). Since the advantage of guerrilla marketing is that it is easy to implement, has a quick learning ability, and has high mental persistence (Navarratilva & Milichovsky, 2015), and the best way to gain profitability is agility and the ability to change the program; guerrilla marketing is of particular importance based on the market conditions, and this is what distinguishes small and newly established agencies from others. As organizations grow, they seek and apply logical and new approaches to survive and grow in this turbulent path of competition, which has increased to some extent in the context of globalization. Two approaches, creativity and innovation, are concepts that can help organizations increase their organizational capabilities in this environment (Chen et al., 2013). Also, with the increase in competition in the sports products and equipment market and the efforts of sports companies and brands at the macro level, sports stores at the retail level have increasingly appeared in ways to attract and retain customers. Sports stores try to inform their products by introducing their products on their websites and survey capabilities, and to increase the intention to buy through electronic word-of-mouth advertising. According to researchers, companies can increase their market share by using word-of-mouth marketing, which is one of the most efficient and effective marketing methods (Sabbaghizadeh, 2025). Theoretical Framework Guerrilla Marketing Guerrilla marketing is a type of advertising strategy that relies on unconventional, low-cost tactics to achieve maximum returns. The term was first coined by J. Conrad Levinson in his 1980 book "Guerrilla Marketing." The term guerrilla marketing is inspired by guerrilla operations and refers to a type of unconventional warfare that involves small-scale strategic tactics for use by armed civilians (Pirayesh et al., 2019). Rostami Ganjineh Kebat (2024) investigated the role of influencer marketing in the relationship between guerrilla marketing and purchase intention for home appliance products. This study examined the effect of guerrilla marketing on consumers' purchase intention by considering the mediating role of influencer marketing. The results showed that guerrilla marketing has a positive and significant effect on purchase intention and influencer marketing can strengthen this effect. It was also found that trust in influencers and their digital interaction play a key role in the effectiveness of guerrilla marketing campaigns. Qaleh Kani & Dasht Lali (2024) investigated the role of guerrilla marketing in advertising using the meta-synthesis method. This study has presented a comprehensive model of the effects of guerrilla marketing in advertising using the meta-synthesis method. According to the results of the study, in addition to increasing brand awareness, guerrilla marketing also has a significant effect on customer loyalty, brand image, and business performance. The conceptual model presented shows that innovative methods of guerrilla advertising can increase interaction with customers and leave a lasting emotional impact on them. Research Methodology This research was conducted qualitatively and utilized a data-driven approach with the Glaser approach. The statistical population of the research included 15 elites in the field of sports management and marketing and sports product sales managers. The data collection tool was a semi-structured interview. The data-driven method was used to collect and analyze data. Research Findings Data analysis was carried out in three stages of open, axial and selective coding. MAXQDA24 software was used for data analysis. The findings showed that the proposed model with six main dimensions, which include customer market analysis, goal setting, marketing mix, customer experience management, result achievement and guerrilla environment, is designed based on innovative strategies and unconventional marketing tools. In this regard, each of these dimensions plays an important role in the successful implementation of guerrilla marketing in sports stores and can lead to tangible and significant results in customer attraction and loyalty. In summary, designing a guerrilla marketing model for Iranian sports retailers can help businesses achieve positive results in attracting customers and increasing sales through innovative, creative, and low-cost approaches. This model, relying on accurate market analysis, specific targeting, effective use of the marketing mix, customer experience management, and results evaluation, allows sports stores to operate effectively in the current competitive market and ultimately achieve profitability and sustainable growth. Conclusion The present study was conducted with the aim of presenting a guerrilla marketing model in sports retailers. The results of this study are consistent with the results of Rostami Ganjineh Kebat (2024), Qaleh Kani & Dasht Lali (2024), Mohammadi et al. (2024), Sharma et al. (2024), Badreldin et al. (2024), Sulaiman et al. (2024), Seifollahi & Naghavi (2023), Arzam et al. (2023), Raval & Reddy (2023), and Arfaei et al. (2022). Badreldin et al. (2024) showed that combining digital and traditional strategies in guerrilla marketing has positive effects on brand recognition and increasing customer loyalty. Researchers suggest that companies should use a combination of unexpected, creative, and interactive advertising to attract customers and build long-term relationships with them. Designing a guerrilla marketing model for Iranian sports retailers can help businesses achieve positive results in attracting customers and increasing sales through innovative, creative, and low-cost approaches. This model, based on accurate market analysis, clear targeting, effective use of the marketing mix, customer experience management, and results evaluation, allows sports stores to operate effectively in the current competitive market and ultimately achieve profitability and sustainable growth.

Abstract The aim of the present study is to develop a qualitative model of innovative modern banking services based on Customer Knowledge Management (CKM). In terms of purpose, the study is applied–developmental, and with respect to its methodological approach, it adopts a qualitative design using thematic analysis, consistent with its exploratory nature.To collect and select relevant scholarly literature, major academic databases including Scopus, Web of Science, and Google Scholar were utilized. In the initial stage, an extensive search across these databases resulted in the identification of 198 articles. Following a rigorous screening of titles, abstracts, and keywords, 32 eligible articles were selected for coding and qualitative analysis. The data analysis process was conducted using MAXQDA software through systematic coding procedures and theme extraction.The findings of the thematic analysis revealed that the qualitative model of innovative modern banking services grounded in Customer Knowledge Management is structured around five key components: (1) intelligent technological infrastructures and capabilities; (2) customer knowledge management processes; (3) innovation in the design and delivery of banking services; (4) value co-creation and knowledge-based customer interactions; and (5) environmental dynamics and institutional requirements of banking innovation.These components interact synergistically to provide an integrated framework for the development of banking service innovation. The proposed model offers a practical foundation for banking managers and decision-makers seeking to enhance customer experience, strengthen competitive advantage, and achieve sustainable innovation.

Abstract Abstract The present study was conducted with the aim of modeling the structural equations of employee empowerment policy at Payam Noor University. This study was a descriptive survey, and quantitative data were collected using a researcher-made questionnaire. The statistical population of this study includes all employees (both faculty and non-faculty members) of Payam Noor University. The sampling method was a stratified random sample of 358 people. Then, after collecting statistical data, it was analyzed using the PLS method. The validity of the tool was confirmed by professors and experts in the field of human resources and its reliability was assessed with a Cronbach's alpha coefficient above 0.7. The results showed that the structural model of the research includes causal factors (leader competencies, human resource competencies, organizational competencies, and motivation of academic agents), contextual factors (university structure, university atmosphere, university technology), intervening factors (cultural conditions, economic conditions, social conditions, and political conditions), strategies (clarifying the vision, goals, and mission, empowering, optimizing, and facilitating processes, establishing a quality assurance system, establishing a meritocracy system, establishing an accountability system, creating motivation, and developing communications and interactions) and outcomes (individual outcomes, academic outcomes). The results also showed that the model has a favorable degree of fit and strong fit. Introduction Human resources, as the most valuable organizational resource, are the center of organizational approaches and activities and play a fundamental role in achieving the goals and ideals of the organization (Babaei Meybodi & Alirezaei, 2020). In recent decades, employee empowerment has been raised as one of the fundamental axes in human resource management and organizational policy-making (Zarin Negar et al., 2025). Organizations operate in a dynamic, competitive environment affected by technological and social developments, and their survival requires having capable, participatory, and creative employees. In the meantime, employee empowerment is recognized not only as a management tool, but also as a strategic policy-making approach that can play a decisive role in improving individual and organizational performance (Hasanein & Elrayah, 2025). Recent research shows that organizations in today's complex and competitive environments will not be able to achieve their strategic goals without relying on capable and participatory human resources (Sulistio & Darmastuti, 2024). Researchers have developed specific methods for implementing human resource management practices from the old way of working, such as low levels of employee involvement, to more participatory and supportive processes in which employees gain opportunities to develop skills, knowledge, and attitudes (Alirezaei et al., 2022). Employee empowerment is a multidimensional concept that refers to the creation of individual and organizational capacities through increased authority, access to information, development of competencies, and strengthening of employees' intrinsic motivation (Tizfahm Fard et al., 2025). Contemporary research shows that empowerment, by enhancing the sense of meaning, self-efficacy, and impact in employees, paves the way for increased organizational commitment, job satisfaction, and innovative behaviors. From this perspective, empowerment is not simply a limited executive action, but requires the design and implementation of coherent and targeted policies at the organizational level (Asare Duffour & Asante, 2025). Employee empowerment policymaking refers to the process of developing, implementing, and evaluating policies and programs that aim to provide the structural and psychological foundations necessary for employees to actively participate in organizational decision-making and activities (Younas, 2023). Recent studies emphasize that without clear policies, management support, and alignment with organizational culture, empowerment efforts cannot lead to sustainable results (Nguyen et al., 2023). Therefore, designing a comprehensive policymaking model can help to integrate empowerment efforts and increase their effectiveness. In the management and policymaking literature, policies are known as tools through which organizational values, priorities, and goals are transformed into operational plans and actions. Recent research emphasizes that effective policymaking plays a decisive role in the coordination between organizational resources, structures, and behaviors and can pave the way for improved organizational performance and sustainability (Molaei et al., 2025). In modern approaches, policymaking is no longer viewed as a linear, top-down process, but rather as a dynamic, interactive, and multilevel process in which different stakeholders play a role. This perspective emphasizes the participation of organizational actors, the use of scientific evidence, and attention to cultural and structural contexts. Recent studies show that policies that are developed with employee participation and based on data and evidence have greater legitimacy and effectiveness and are more likely to be successfully implemented (Schaefers et al., 2024). From a theoretical perspective, employee empowerment models are generally based on two main dimensions: structural empowerment and psychological empowerment (Rostamzade ganji et al., 2025). Structural empowerment focuses on formal mechanisms such as delegation of authority, access to resources, training, and reward systems, while psychological empowerment addresses employees' perceptions and feelings of competence, autonomy, and influence at work (Pourhassan harzandi et al., 2025). Recent research has shown that the interaction of these two dimensions in the form of organizational policies can play an important role in improving organizational performance, innovation, and learning (Alibrahim, 2024). Despite the expansion of empirical studies in the field of empowerment, a research gap is still felt in the field of designing and explaining employee empowerment policy models; especially models that can systematically explain the link between policymaking, leadership, organizational culture, and employee behavioral outcomes. Therefore, the researcher seeks to answer the research question: what is the employee empowerment policy model of Payam Noor University? Research Method This study was a descriptive survey type, and quantitative data was collected using a researcher-made questionnaire. The statistical population of this study includes all employees (both faculty and non-faculty members) of Payam Noor University. The sampling method was a stratified random sample of 358 people. Then, after collecting statistical data, it was analyzed using the PLS method. The validity of the tool was confirmed by professors and experts in the field of human resources, and its reliability was assessed with a Cronbach's alpha coefficient above 0.7. Research findings The research findings showed that the structural model of the research includes causal factors (leader competencies, human resource competencies, organizational competencies, and motivation of academic agents), contextual factors (university structure, university atmosphere, university technology), intervening factors (cultural conditions, economic conditions, social conditions, and political conditions), strategies (clarifying the vision, goals, and mission, empowering, optimizing, and facilitating processes, creating a quality assurance system, creating a meritocracy system, establishing an accountability system, creating motivation, and developing communications and interactions) and outcomes (individual outcomes, academic outcomes). The results also showed that the model has a favorable degree of fit and strong fit. Conclusion and Discussion The present study was conducted with the aim of modeling the structural equations of Payam Noor University's employee empowerment policymaking. The results showed that the causal conditions included leader competencies, human resource competencies, organizational competencies, and acceptance of agents. The results also showed that leaders with appropriate leadership skills, knowledge, and behavior can promote trust, motivation, and active participation of employees. Employees who have skills, positive attitudes, and a tendency toward self-actualization are better able to take advantage of the opportunities provided. These findings are consistent with the study of Khalili Esnaki (2021), which confirmed the role of capable leaders and employee competence as prerequisites for the success of empowerment programs. The contextual factors included the university structure and climate, technology, and organizational interactions. The flexible structure, supportive climate, smart technology, and internal and industry interactions were able to provide the necessary context for enhancing employee empowerment and achieving positive academic outcomes. These findings are consistent with the research of Khalili Esnaki (2021), which emphasized that a vibrant organizational climate and integrated information technology are key factors for the success of university empowerment and innovation programs. The intervening conditions included political, social, cultural, and economic factors. Political developments, cultural inequalities and conflicts, and economic constraints can limit the impact of empowerment policies, but effective management of these conditions can maintain the effectiveness of policies. This result is consistent with the study of Park et al. (2020), who introduced environmental and economic constraints as moderating factors of employee empowerment. Organizational strategies included teaching and learning, explaining transformation strategies, establishing a quality assurance system, meritocracy, accountability, and creating motivation. The implementation of these strategies increased self-efficacy, acceptance of results, job satisfaction, and employee trust, and improved academic outcomes including agility, entrepreneurship, and globalization of the university. The findings are consistent with the research of Sokol et al. (2015), who showed the importance of comprehensive and participatory strategies in employee empowerment. The consequences were observed at both individual and academic levels. Individual outcomes included increased self-efficacy, self-efficacy, personal acceptance of results, job satisfaction, and employee trust, and academic outcomes included entrepreneurship, agility, and university globalization. These findings are consistent with the results of Nguyen et al. (2024) who showed that employee empowerment simultaneously improved individual and organizational capacity. 

Abstract Digital transformation has transformed many industries in recent years. One of the consequences of digital transformation can be mentioned the change of structures, procedures and processes. The wave of digital transformation has also caused fundamental changes in the banking industry. Digital banking is the provision of banking services based on digital technologies. Iran's banking industry has turned to digital services in recent years and this industry can be considered one of the leading industries in the country. However, there are strategic entry barriers in the way of banks to join the wave of digital transformation and sometimes it prevents them from joining this wave. The present study examines the barriers to strategic entry into the digital banking industry in Iran using the meta-composite method. In a period of ten years from 1391 to 1401, this research has examined the researches conducted in this field and has extracted the most important barriers to strategic entry into the digital banking industry. Research studies show that barriers to strategic entry into the digital banking industry in Iran are divided into two general categories: "internal" and "external" and factors such as: cultural, managerial, technological, financial, political-legal and skill barriers. They are effective.

Abstract The present study aims to develop a grounded model of the social acceptance of smart home technology among Iraqi consumers. This research was conducted within the framework of an interpretive paradigm using a qualitative approach. The study population consisted of 15 experts in smart home technology and university scholars specializing in marketing, who were selected through the snowball sampling technique and participated in semi‑structured interviews.Data were collected through semi‑structured interviews and analyzed using the latent content analysis technique with MAXQDA 2024 software. The analysis process was carried out in three stages: open coding, axial coding, and selective coding.The findings led to the identification of several key categories, including smart home technology acceptance, perceived trust and security, lifestyle integration behaviors, economic decision‑making, and responses to social influence, from which seven main and novel hypotheses were derived. The results also indicate that the core category, “social acceptance of smart home technology,” represents a multidimensional construct influenced by cognitive, social, and innovative dimensions.

Abstract Abstract
The present study aims to investigate the interpretive structural modeling of political behavior management based on citizenship behavior. The method of this research is applicable in terms of purpose, and qualitative in terms of method type. The statistical population of the research consists of 15 experts, including professors of the faculty of public administration and senior managers of Yazd Municipality, who were selected using a non-probability purposive and chain sampling method. The research collection tool is a semi-structured interview. For data analysis, structural and interpretive modeling (ISM) was first used, and MICMAC software was used for influence and impact. The results showed that the first level of individual factors is stabilization and freezing; the second level of education and development processes is the voice of construction; the third level of organizational factors and the fourth level of cultural factors of citizenship and development and productivity. The results also showed that individual factors are influential on education and development processes. Training and development, along with the voice of construction, have an impact on organizational factors. The organizational factors variable acts as a bridge between training and development processes and organizational factors, and organizational culture, by affecting internal communications, values ​​and beliefs, responsibility, and commitment to development, consciously or unconsciously affects the behaviors and actions of individuals.
Introduction
Since the emergence of the concept of human resource management, employee behavior has been the focus of researchers as one of the most important categories of human resource management (Izadi et al, 2024). Regardless of the factors affecting employee behavior, it is of great importance that just as positive employee behaviors can significantly improve the overall productivity of the organization, their destructive and negative behaviors can also significantly decrease the performance and productivity of the organization (Ranjit, 2022). Among the behaviors that have received special attention from human resource specialists is the political behavior of employees (Vojdani Tabatabaie et al., 2023). Political behaviors are behaviors that are not foreseen in the individual's job description and an individual tries to influence and affect others by relying on them. In political behaviors, the goal of influencing is to use others or organizational decisions to advance personal interests (Enders et al., 2024). In contrast to political behaviors, which are considered a negative phenomenon, especially in government organizations, is organizational citizenship behavior, which can significantly improve organizational climate and ultimately improve human resource productivity and performance (Bani-Melhem et al., 2023). Organizational citizenship behavior has been proposed as an important component in both organizational branding and improving the overall performance of the organization. Organizational citizenship behavior is an individual behavior that is not considered for any reward in the formal reward system; but its combination with the same type of behavior in the group leads to effectiveness (Organ, 2018).
Human resources in today's world are considered the best competitive advantage of any organization, and humans have become more important than ever in organizational theory. Human resources, as much as they can help organizations compete, may be a serious obstacle to the organization. Anti-citizenship behaviors such as work avoidance, sabotage, etc. are behaviors that directly or indirectly cause serious damage to the organization (Kazemzadeh et al., 2021). Political behavior is more noteworthy from this perspective that the organization's people, who are the most important assets of an organization, can also be the most important eroders of the organization's assets, so that if, instead of adopting organizational citizenship behaviors, anti-citizenship behaviors are prevalent in the organization, the organization will erode and fail instead of strengthening and growing (Ghafari et al., 2025).
Therefore, this research seeks to answer the question: what is the interpretative structural fashioning of political behavior management based on citizenship behavior?
Theoretical Framework
Political Behavior Management
Organizational political behaviors are those activities that are not required as part of a formal role in the organization; but they influence the distribution of benefits and disadvantages within the organization; in other words, negative or positive actions that are not part of the job and that the organization does not officially authorize (unapproved behaviors) and may be detrimental to the goals of the organization or the interests of others in the organization are called political behaviors (Sanaie et al., 2022).
Organizational Citizenship Behavior
Organ et al. (1988) first used the term organizational citizenship behavior and defined it as: conscious and insightful individual behavior that is not directly and explicitly recognized by the formal reward system and that generally improves the functions of the organization. Researchers have found that many factors affect organizational citizenship behavior; factors such as commitment, satisfaction, organizational justice, leadership style, personality traits, job characteristics, and organizational characteristics (Mousavifard, 2024).
Namjofared et al. (2025) studied the design of a political behavior management model based on organizational citizenship behavior. The results showed that the extracted concepts related to the design pattern of a political behavior management model based on organizational citizenship behavior in the municipalities of Yazd province included 47 primary codes, 16 basic themes, and 7 organizing themes. The basic themes included: management factors, organizational structure, collectivist values, policies and attention to ethics, participatory voice, knowledge management, perceptual error, communication pollution, lack of information transparency, contradiction and conflict, personality traits, monitoring and control and valuation, delearning, educational planning, development of governance, convergence, and organizational cohesion. Ali Nisar et al. (2024) studied the cost of organizational citizenship behaviors: a mediation model of citizenship fatigue. The results showed that when employees are forced to perform out-of-role actions, they often experience work-life conflict, which leads to citizenship fatigue. The older the employee and the lower the level of education, the lower his/her citizenship fatigue. On the other hand, the findings showed that the personality aspects of the worker tend to reduce the strength of the relationship between work-life conflict and citizenship fatigue.
Research Methodology
The method of this research is applicable in terms of purpose, and qualitative in terms of method type. The statistical population of the research consists of 15 experts, including professors of the public administration faculty and senior managers of Yazd Municipality, selected through a non-probability purposive and chain sampling method. The research collection tool is a semi-structured interview.
Research Findings
For data analysis, structural and interpretive modeling (ISM) was first used, and MICMAC software was used for influence and impact. The results showed that the first level of individual factors is stabilization and freezing; the second level of training and development processes is the voice of construction; the third level is organizational factors and the fourth level is cultural factors of citizenship and development and productivity. The results also showed that individual factors are influential on training and development processes. Training and development, along with the voice of construction, are influential on organizational factors. The organizational factors variable is a bridge between training and development processes and organizational factors, and organizational culture, by affecting internal communications, values ​​and beliefs, responsibility, and commitment to development, consciously or unconsciously affects the behaviors and actions of individuals.
Conclusion
The present study was conducted with the aim of investigating the interpretive structural modeling of political behavior management based on citizenship behavior. The results of this study are consistent with the results of Abdullah & AL-Abrrow (2023), Kumari et al. (2022), Khan et al. (2019), Mokhtari et al. (2019), Sharma et al. (2022), Arnetz et al. (2022), and Sanaie et al. (2023). Abdullah & AL-Abrrow (2023) showed that positive perceptions and attitudes are good predictors of negative behavior, while negative perceptions and attitudes also predict positive behavior. This indicates that achieving the best behavioral outcomes in the workplace should be through strengthening the package of positive variables and reducing the package of negative variables. Based on the results, this study discussed a number of theoretical and practical concepts and presented a set of recommendations.
According to the results obtained, the following suggestion is made:
It is suggested that serious measures be taken to increase information transparency, resolve perceptual errors, improve communication, and manage conflicts because they can help stabilize the organization and improve the performance of Yazd Municipality.
It is suggested that training programs be developed and implemented to increase transparency in the municipality's internal and external communications.

Abstract Abstract The aim of this study is to design a customer relationship management development model and the role of sustainable competitive advantage in sports clubs in Gilan Province. The research method is applicable in terms of its purpose, qualitative in terms of its implementation method, and exploratory in nature. The statistical population of the study includes 20 faculty members of universities in the field of sports management and managers of sports clubs in Gilan Province, selected using theoretical sampling. Semi-structured interviews were used to collect data. In analyzing the data, the grounded data method was used in the form of open, axial and selective coding. The results of the study showed that 469 indicators can be effective in customer relationship management with an emphasis on sustainable competitive advantage in sports clubs in Gilan Province. Then, in axial coding, the indicators were classified into 105 concepts and 41 categories. The data obtained from the interview was conducted with a grounded theory approach. The results showed that seven main categories including marketing, organizational environment, infrastructure, performance, management and planning, service quality and relationship management are important for optimizing the customer relationship management system to develop customer relationship management with an emphasis on sustainable competitive advantage. Sports club managers can use the identified symbols, concepts and categories in their future planning to communicate effectively with customers. Introduction In the era of globalization, the business world is facing different sports clubs in different business areas. In order for us to be able to continuously examine them; sports clubs must have the ability to compete for their survival (Mohammed et al., 2024). This competition must be provided using quality services and reasonable prices. If clubs cannot be successful in this market, they will not be able to survive in today's dynamic market (Ashill et al., 2021). To stay competitive, sports clubs must focus on their key and profitable customers. One of the techniques that help sports clubs in this regard is customer relationship management, which strengthens customer relationships (Bahramzadeh & Miskin Nawaz, 2025). Today, with the increasing competition among sports clubs, the importance of using new technologies to identify customers and measure the value of each customer to the organization has become more apparent than ever (Wagh & Shahare, 2024). Currently, how to attract and retain customers has become the most important issue for sports clubs (Alenazi & Alanazi, 2023). Sports clubs have realized that customers have different economic values ​​and are adapting their customer communication strategy accordingly (Ali et al., 2023). In modern society, customer relationship management has become an essential part of marketing strategies, as it helps to understand customer needs and better manage relationships with them (Gamage et al., 2023). The goal of customer relationship management is to retain current customers, attract new customers, and reduce marketing and customer service costs (Salehi et al., 2022). Therefore, sports clubs are increasingly paying attention to technologies as a way to overcome obstacles to the effective implementation of customer relationship management plans (Harrigan et al., 2023). Relationship quality is a strategy for attracting, maintaining, and increasing customer relationships, which consists of three factors: satisfaction, trust, and commitment. In today's business environments, which are characterized by increased competition, no business; whether manufacturing, service, etc., can continue its journey without satisfied and loyal customers. More important than that, the demands and expectations of consumers are increasing day by day and this trend will be accompanied by increasing growth (Kurniawan et al., 2025). Therefore, this research seeks to answer the question: How is the design of the customer relationship management development model and the role of sustainable competitive advantage in sports clubs in Gilan province?  Theoretical framework Customer relationship management Customer relationship management includes collecting, analyzing data, and using this information to improve customer experience and increase their loyalty. In this regard, the use of customer relationship management systems allows organizations to interact with customers in a more personal and effective way (Hossain et al., 2020). Sustainable competitive advantage Competitive advantage is the ability of a company to achieve a superior market position. Competitive advantage includes a set of factors or capabilities that consistently enable a company to perform better than its competitors and is not easily imitatable by competitors. Recent definitions of sustainable competitive advantage emphasize concepts such as information and communication technology, innovation, value creation, and entrepreneurial marketing in conjunction with traditional concepts of competitive advantage in the present century. Sustainable competitive advantage emphasizes a set of distinctive characteristics of the organization that cannot be easily copied and is also consistent with economic, social, and environmental goals (Denga et al., 2022(. Asadi et al. (2025) investigated the identification of primary elements and components affecting electronic customer relationship management. The results showed that variables related to causal factors; including human factors; technology factors; support factors; and contextual factors including cultural factors and industry factors; organizational factors including organization design factors and customer factors; were identified and categorized as variables affecting electronic customer relationship management. Also, satisfaction and loyalty were identified as the consequences of using electronic customer relationship management. (Emami et al., 2025) investigated the design of an artificial intelligence-based customer relationship management model in digital marketing of services in the health tourism industry. The results of the study showed that the causal conditions in the study included promoting market competition, improving relationships, automatic data analysis, empowerment, and contextual conditions including customer data management, intelligent services. Also, the intervening conditions included efficient planning, saving resources, and managing customer behavior. The strategies in the research include solving the integration problem, solving the information management problem, solving the planning problems, and the outcomes include increasing customer satisfaction, increasing financial strength, customer loyalty, and saving time. The results of structural equations show that the dimensions are well loaded on the research variables and can provide a suitable description of the variables. Research Methodology The research method is applicable in terms of its purpose, qualitative in terms of its implementation method, and exploratory in nature. The statistical population of the research includes 20 university faculty members in the field of sports management and sports club managers in Gilan province, selected by theoretical sampling. Semi-structured interviews were used to collect data. Research findings In analyzing the data, the data-driven method was used in the form of open, axial, and selective coding. The results of the study showed that 469 indicators can be effective in customer relationship management with an emphasis on sustainable competitive advantage in sports clubs in Gilan province. Then, the indicators were classified into 105 concepts and 41 categories in the axial coding. The data obtained from the interview were conducted with a grounded theory approach. The results showed that seven main categories including marketing, organizational environment, infrastructure, performance, management and planning, service quality and communication management are important for optimizing the customer relationship management system for developing customer relationship management with an emphasis on sustainable competitive advantage. Sports club managers can use the indicators, concepts and categories identified in their future planning for effective communication with customers. Conclusion The present study was conducted with the aim of designing a customer relationship management development model and the role of sustainable competitive advantage in sports clubs in Guilan province. The results of this research are aligned with the results of Asadi et al. (2025), Emami et al. (2025), Dermawan Sembiring et al. (2025), Awad & Muhanad (2024), Hosseini et al. (2024), Nikbin (2023), Hamdi et al. (2023), Bagherian Kasegari & Kamali Koloochani (2023), Arabshahi & Abbaszadehgaretekan (2023), Ashurzadeh Yasuri et al. (2022), Heydari et al. (2021), Sardjono et al. (2021), Bakhtiari & Bakhtiari (2020), Amer & Abdulwahhab (2020), and Sun (2020). Hosseini et al. (2024) showed that the majority of variables have a positive and significant effect on the level of profitability, and the influence of variables has increased with the movement from high prosperity to deep recession. As a result, it can be said that profitability in a recession has a higher sensitivity to explanatory variables. Amer & Abdulwahhab (2020) showed that customer satisfaction and customer value have a positive and significant relationship with competitive advantage strategies such as cost leadership strategy, differentiation strategy, and focus strategy. These results indicate that increasing interest in eliminating customer relationship management will increase competitive advantage in telecommunications companies. According to the results of the study, it is suggested: By introducing information technology to companies under the protection of customer relationship management, it is proposed that a basis be provided for traditional companies to move towards smart and knowledge-based companies and reduce information processing costs by using customer relationship management software. 

Abstract The aim of this study is to design a model for the implementation of a data‑driven human resource system using digital and intelligent tools. In terms of purpose, the study is fundamental, and in terms of methodology, it adopts a qualitative approach. The research population consisted of 15 experts and academic specialists, including university faculty members and managers of the Blood Transfusion Organization, who were selected through purposive and theoretical (judgmental) sampling. Data were collected through semi‑structured interviews. The collected data were analyzed using MAXQDA software.The results showed that through axial coding, 44 initial codes were organized into 22 axial codes, representing the key concepts and structural dimensions of a data‑driven human resource system. A comprehensive examination of the factors influencing the implementation of a data‑driven human resource system using digital and intelligent tools indicates that this process represents a multidimensional and strategic transformation that requires simultaneous attention to a set of causal factors (five dimensions), contextual factors (four dimensions), intervening conditions (four dimensions), strategies (four dimensions), and consequences (four dimensions).By presenting an integrated and data‑driven model, this study highlights the role of digital and intelligent tools in improving human resource processes and strategic decision‑making, and provides valuable theoretical and practical guidance for organizations pursuing digital transformation.

Abstract Abstract The aim of the present study was to provide a comprehensive model for international entrepreneurship in ECO member countries. A mixed research method was used: in the qualitative part, data were collected and analyzed using systematic data-based theory and interviews with 15 academic and executive experts (until theoretical saturation). In the quantitative part, 323 managers were selected from 2035 managers of knowledge-based companies in the Export Development and Technology Exchange Corridor by random sampling. The data collection tool included semi-structured interviews and a questionnaire based on qualitative findings. The validity of the tools was confirmed by experts and reliability was confirmed with Cronbach's alpha. Qualitative data were analyzed with MAXQDA software and three-stage coding, which resulted in the extraction of 356 primary codes, 79 open categories, 16 axial categories, and 5 selected categories. In the quantitative part, factor analysis and structural equations were conducted with AMOS. The findings showed that the international entrepreneurship model in ECO is based on multi-level convergence (macro, meso, and micro). Its main components include contextual factors (regional capacity building), causal factors (strategic context building), intervention factors (challenge management), strategies (operational framework), and consequences (sustainable development). This model can help policymakers, economic institutions, knowledge-based companies, and small, medium, and large companies enter global markets and pave the way for creating a sustainable competitive advantage and transforming ECO into an Asian innovation hub. Introduction International entrepreneurship, as the process of forming and expanding innovative economic activities across national borders and taking advantage of global opportunities, has become one of the main engines of economic growth in the world in recent decades (Chukwuka et al., 2024). The Economic Cooperation Organization (ECO), as a regional pact consisting of countries with common historical, cultural and geographical ties, has extensive capacities in the fields of trade, investment and knowledge transfer. With a population of over half a billion people and rich natural and human resources, these countries can provide an important platform for the expansion of international entrepreneurship. However, existing studies show that despite the existence of many opportunities, obstacles such as weak institutional coordination, limited access to capital, ineffective support policies, insufficient use of new technologies, and lack of regional entrepreneurial networks have prevented the full realization of the international entrepreneurial potential in the ECO region (khan, 2024). The ECO organization was initially founded in 1985 by Iran, Turkey, and Pakistan, and with the accession of seven other countries in 1992, it became a regional institution with the prospect of economic cooperation, infrastructure development, and facilitation of trade exchanges (abbas, 2024). Despite such capabilities, the growth of international entrepreneurship in ECO has faced serious obstacles; Complex bureaucracy, financial constraints, difficulty in accessing global markets, and sanctions have prevented the full use of potential (Montiel, 2023). Past research also shows that factors such as a strong business environment, effective support policies, the use of new technologies, and the capabilities of entrepreneurs are essential conditions for success in this direction (Deakins et al., 2024). However, the role of local culture and values, the effect of national policies, and how to integrate new technologies in a regional framework have still received less attention (Nazari et al., 2024). On the other hand, the geopolitical and economic conditions of these countries are such that entrepreneurial cooperation can not only improve the level of economic interactions in the region, but also play a role in increasing their economic resilience and socio-political convergence. Thus, providing a comprehensive and localized model for the development of international entrepreneurship in ECO member countries is an undeniable necessity; a model that can encompass both structural factors (such as policies, laws, and infrastructure) and behavioral factors (such as entrepreneurial culture, innovation, and risk-taking) and provide practical and efficient solutions by considering common characteristics and differences between member countries. Examining these obstacles and identifying key success factors can pave the way for providing a local and efficient model for the development of international entrepreneurship in the ECO region. Therefore, the research question is: What model can explain the key and effective dimensions of international entrepreneurship in ECO member countries and pave the way for the sustainable development of the region?  Theoretical foundations Entrepreneurship and economic growth Entrepreneurship is recognized in the economic development literature as one of the most important engines of growth and innovation. This phenomenon creates economic and social value by identifying new opportunities, organizing resources, and creating innovative businesses, and provides a platform for the dynamics of economic systems (Callegari, 2024). At the international level, entrepreneurship takes on more complex dimensions, because entrepreneurs are forced to face institutional, political, and cultural diversity in addition to economic factors. Accordingly, “international entrepreneurship” as an interdisciplinary field in management, economics, and social sciences, focuses on the process of identifying and exploiting cross-border business opportunities (Zahra & George, 2017). In other words, at the international level, this concept becomes important when entrepreneurs operate in diverse political, economic, and cultural environments and are forced to adapt to the institutional and structural differences of different markets (Zahra and George, 2017). Having its roots in internationalization discussions (Tolstoy, 2024), international entrepreneurship, is known as a tool for exploiting cross-border opportunities and creating competitive advantage. Doozandeh Ziabar et al., (2024) studied the presentation of a social entrepreneurship model in rural tourism development in a tourism target village in Guilan province. The statistical population of the study included 10 managers, experts, and university professors in the field of tourism, selected through purposive sampling. The results of the qualitative questionnaire and open interviews with sample members were analyzed after taking notes and transferring them to the system using the data-driven method and through coding and Max Quda software, and the output and final model were reported. The results showed that traditional tourism entrepreneurship follows a capitalist approach. Shahzad et al. (2024) studied "International Entrepreneurship Antecedents and the Role of Emerging Technologies in Achieving Sustainable Development Goals". This research is applicable in terms of purpose, and quantitative in terms of approach; the data were analyzed using PLS-SEM techniques in SmartPLS 4 software. The findings showed that key antecedents of international entrepreneurship significantly affect sustainable development and emerging technologies play a mediating role between antecedents and sustainable development. Research Methodology This research was conducted with a mixed approach (modern hybrid) and in two qualitative and quantitative stages. In the qualitative part, systematic data-based theory was used and the statistical population included academic and non-academic experts in the field of international entrepreneurship. Purposive sampling continued until theoretical saturation was reached, and a total of 15 semi-structured interviews were conducted. Qualitative data were collected through in-depth interviews, observation, and review of scientific documents, and then analyzed. In the quantitative part, the data collection tool was a researcher-made questionnaire with a five-point Likert scale. The reliability of the questionnaire was confirmed by Cronbach's alpha test and its validity was confirmed through content validity and construct validity. Finally, structural equation modeling was used to test the research hypotheses using Amos software. Research findings By presenting a local model of "entrepreneurship development based on multi-level convergence", the present study showed that institutional coordination, regional networking, and empowerment of entrepreneurs at three macro, intermediate, and micro levels connect regional capacities in an integrated manner. Contextual factors such as policies, entrepreneurial culture, technological infrastructure and international cooperation provide the foundation for entrepreneurial development, while administrative barriers, legal restrictions and cultural differences pose challenges. Research innovations include the “interactional model of natural resources”, the “dual role of family relationships”, and the “multi-layer model of administrative barriers”. Proposed strategies target the development of infrastructure, cross-border cooperation networks, and the promotion of individual capabilities. The consequences include increased innovation, economic growth and the creation of job opportunities, and social welfare.  Conclusion The present study, with the aim of analyzing the development of international entrepreneurship in the ECO region, has presented an indigenous model called “Entrepreneurship Development Based on Multilevel Convergence”. The findings show that multilevel convergence, including institutional coordination, regional networking and empowerment of entrepreneurs, plays a central role in strengthening international entrepreneurship and connects regional capacities in an integrated manner at three levels: macro (regional policy-making and governance), meso (inter-organizational networks) and micro (individual skills and capabilities). These results are consistent with the findings of Morris (2024) and O’Connor (2023), who have emphasized the importance of institutional frameworks and cooperation networks in the growth of regional entrepreneurship. The analysis of the research context showed that contextual factors including supportive policies and laws, entrepreneurial culture, technological infrastructure and international cooperation are the foundation for the formation of international entrepreneurship in the ECO region. Cultural and historical commonalities, shared natural resources and economic diversity of countries, especially in the completion of the value chain, play both facilitating and challenging roles. Innovative findings of the research include the “interactive pattern of natural resources” and the “dual role of family relationships” that simultaneously act as an advantage and a constraint in the entrepreneurial process. These results are in line with the studies of Khan et al. (2024) and Zocchla (2024) that have highlighted the importance of contextual capacities in regional entrepreneurship. On the other hand, intervening conditions including administrative and bureaucratic challenges, legal and policy constraints and cultural and social barriers were identified. Lengthy company registration processes, lack of legal transparency, sudden policy changes, language differences, and limited role of women are examples of the main barriers. By introducing the “multi-layered model of administrative barriers” and providing an integrated framework for managing these challenges, this study has provided practical solutions to reduce their negative effects, and is consistent with the findings of Esmaeilpour et al. (2020), Khosravi (2023), and Navi (2025). Entrepreneurship development strategies in the ECO region focus on three main axes: strengthening legal frameworks and supportive policies, developing common technological and economic infrastructure, and expanding cross-border cooperation networks. Tools such as tax exemptions, joint technology parks, digital platforms, and holding regional conferences facilitate entry into entrepreneurial activities and increase the capacity for synergy among entrepreneurs in member countries. Research innovations include the design of a “regional entrepreneurship policy model at three levels”, a framework for measuring the effectiveness of shared technological infrastructures, and the development of a “smart networking model among regional entrepreneurs.” The consequences of international entrepreneurship development in the ECO region include two dimensions: economic and social. From an economic perspective; increased innovation, GDP growth, and technological export promotion are observed, and from a social perspective; the creation of job opportunities for youth and women and the improvement of general welfare indicators are significant. These results are in line with the findings of OECD (2023) and Economic Development Bank (2022), which have emphasized that regional entrepreneurship can lead to sustainable economic and social growth.

Abstract Abstract The aim of this research is to present a model for utilizing modern communication technologies with a customer-oriented approach and social capacity building in passenger terminals in Tehran using a data-driven method. The present study is applicable-developmental in terms of the type of objective, descriptive in terms of data collection, and qualitative in terms of the nature of the data. The statistical population of the research includes specialists and experts familiar with the subject. Sampling in this research was of the snowball type. Based on the subject, the data was collected through semi-structured interviews and sampling continued until theoretical sufficiency and saturation. The information obtained was analyzed with MAXQDA2020 software. The results showed that the model has causal conditions including external environmental pressures, internal needs and operational challenges, macro policies and guidelines; contextual conditions including technical and infrastructural context, human and cultural context, and legal-legal context; intervening conditions including facilitating factors and inhibiting factors; strategies including technological-communication strategies, customer-centric and interaction strategies, capacity-building and social participation strategies; consequences including operational and functional consequences, economic-financial consequences, social-organizational consequences, macro and strategic consequences. Introduction In recent years, along with the advancement of technology and digital transformation, changes have taken place in various sectors (Naji & Alirezaei, 2025). The widespread use of information technology has created the basis for the formation of an information society and has brought significant advances in the processing, storage and transmission of information, so that information technology has entered all aspects of social and organizational life. Humans use various technologies every day to achieve greater well-being, security, and efficiency, and these technologies have had a profound impact on culture, economy, environment, and employment (Sheykhyoosefi et al., 2024( At the organizational and managerial level, the use of new communication technologies is also rapidly increasing. One of the main challenges for executive institutions and passenger terminals is the quality of electronic and digital services provided to users. Service quality in this study means the optimal use of communication technologies and media by citizens to receive services and create effective interaction with organizations. The use of social media and information technologies can help managers and organizations identify neglected capacities and increase customer satisfaction. Despite the many opportunities that modern communication technologies and social media provide, Tehran passenger terminals face operational and financial constraints. Lack of adequate and targeted funding is one of the main obstacles to implementing technologies, empowering employees, and creating coordinated management networks. These limitations not only make it difficult to implement digital services, but also reduce the organizational and social capacity to effectively respond to travelers’ needs (Rodriguez et al., 2021). Customer-centricity is not simply about providing a product or service; it also involves continuous interaction with customers, collecting and disseminating information, and actively responding to their needs. Information and technology are at the heart of implementing customer-centricity, and new information tools enable the enrichment of these processes and the digitalization of the customer experience. In addition to customer-centricity, social capacity building is one of the main goals of using new communication technologies. Social capacity building means increasing the ability of individuals, groups, and institutions to solve problems, make informed decisions, and participate effectively in organizational and social processes (Heydari Sareban&Javid, 2019). Social capacity building demonstrates the importance of the role of social relations in economic, social, and cultural variables (Montezeri et al., 2016). In Tehran passenger terminals, social capacity building includes empowering employees to effectively use technology, improving their skills and autonomy, and creating a network of multiple and diverse managements that, through coordination and harmonization, enables effective collaboration and improved organizational performance. Such a network allows organizations to use diverse resources and capacities in an integrated and coordinated manner to improve service quality and increase passenger satisfaction. As one of the main centers for the movement of citizens and intercity passengers, Tehran passenger terminals have a significant contribution to the quality of urban services and public satisfaction. However, in the current situation, the weakness in the use of modern communication technologies has led to reduced efficiency, passenger dissatisfaction, and an information gap between terminal management, transportation companies, and users. Given the importance of using new communication technologies, the researcher seeks to answer the fundamental question: what is the model of using new communication technologies with a customer-oriented approach and social capacity building in passenger terminals in Tehran? Theoretical foundations New communication technologies New communication technologies refer to a set of digital tools, systems, and platforms that provide two-way, interactive, real-time, and data-based communication between individuals, organizations, and physical environments (Bahri et al., 2011). These technologies include the Internet, social networks, location-based systems (GPS), the Internet of Things (IoT), cloud computing, artificial intelligence in communications, and intelligent information systems. The use of these communications is expanding among the new generation of society (Moradi & Alirezaei, 2024). Customer orientation The words customer and customer satisfaction in service organizations, due to their complete dependence on customers for survival, are doubly important. Providing different services in order to retain existing customers and attract new customers and ultimately gain a greater share of the competitive market reflects this importance. Customer satisfaction is a measure of how a company or organization performs overall in relation to a set of customer expectations (Babaei Meybodi & Alirezaei, 2019(. Social capacity building Capacity building helps create a sense of ownership, pride and responsibility in the community because individuals actively participate in decision-making and this participation leads to stronger commitment and ensures that local perspectives, needs and aspirations are taken into account and is also essential for promoting sustainable development and long-term growth in communities (Ghaderi et al., 2012). Research Background Nancy et al. (2025) conducted a study titled “How to Use Emerging Service Technologies to Enhance Customer Centricity in Business-to-Business Contexts: A Conceptual Framework and Research Agenda.” The study presents opportunities to use specific emerging technologies to enhance four customer-centric processes: (1) Interactive Customer Relationship Management (discovering implicit needs), (2) Customer Integration (systematic customer participation in decision-making), (3) Internal Integration, and (4) External Integration. Ghobadifar et al. (2024) conducted a study with the aim of designing and validating a socio-cultural capacity-building model in the implementation of public policies in the social security organization. The results show that the organizing themes of "approving convergent policies and intra-organizational coherence", "political independence of the organization", "establishing social justice", "implementing e-government principles in the organization", "paying attention to environmental changes", "reforming the culture of social security", "believing in creating change and innovation", "networking in the organization" and "creating a monitoring and feedback system" constitute the socio-cultural capacity-building model in the implementation of public policies in the social security organization. Azimi Amoli & Rezaei (2016) conducted a study entitled “Investigating the Role of Modern Information and Communication Technologies on the Management and Organization of Urban Transportation in Tehran”. Based on the results obtained, District 12 of Tehran Municipality is not in a good condition in terms of its residents’ benefit from Information and Communication Technologies (ICT) and the urban transportation system. Also, the majority of the citizens studied in this region believed that the use of information and communication technologies in this region has improved and promoted urban transportation management, improved the capacity of roads and highways, prevented waste of energy, time, cost, etc. Research Methodology The present study is applicable-developmental in terms of the type of purpose, descriptive in terms of data collection, and qualitative in terms of the nature of the data. The statistical population of the study includes specialists and experts familiar with the subject. Sampling in this study was snowball. Based on the subject, the data was collected through semi-structured interviews and sampling continued until the theoretical sufficiency and saturation were reached. The full text of the interviews conducted was analyzed using MAXQDA software, and three experts outside the research were consulted to ensure the transferability of the research findings. Research Findings In this section of the research, the open, central, and selective codes of the model were answered. The research findings showed that the model has causal conditions including external environmental pressures, internal needs and operational challenges, macro policies and guidelines; contextual conditions including technical and infrastructural context, human and cultural context, and legal-legal context; intervening conditions including facilitating factors and inhibiting factors; strategies including technological-communication strategies, customer-centric and interaction strategies, capacity-building and social participation strategies; consequences including operational and functional consequences, economic-financial consequences, social-organizational consequences, macro and strategic consequences. Discussion and Conclusion The aim of this study was to present a model of utilizing modern communication technologies with a customer-centric approach and social capacity building in passenger terminals in Tehran using a data-driven method. The research findings showed that the model has causal conditions including external environmental pressures, internal needs and operational challenges, macro policies and guidelines; contextual conditions including technical and infrastructural context, human and cultural context, and legal-legal context; intervening conditions including facilitating factors and inhibiting factors; strategies including technological-communication strategies, customer-centric and interaction strategies, capacity-building and social participation strategies; consequences including operational and functional consequences, economic-financial consequences, social-organizational consequences, macro and strategic consequences. These findings are somewhat consistent with the results of Azimi Amoli & Rezaei M, 2016), Rodriguez et al. (2021), and confirm the results of this study. The findings show that transformation in these terminals is not possible through relying on technology alone, but requires an integrated approach that simultaneously strengthens the three main pillars of technology, customer-centricity, and social acceptance. In this model, causal conditions including environmental pressures such as increasing competition, growing passenger expectations, and macro-transport policies, along with internal needs such as inefficiency of existing processes, act as the main driving force for change. These factors reveal the necessity of moving towards smart and human-centered terminals. Based on the research findings, it is suggested that a terminal (such as the Bayhaqi or Argentine terminal) be selected as a pilot site for the full deployment of the model (including the smart system, customer-centric programs, and social participation campaigns). The results of this project should be used as objective evidence for attracting capital and generalizing to other terminals.

Abstract This applied-developmental study aimed to identify the dimensions and constitutive elements of a fintech-based service delivery model, anchored in a customer-centric approach within the Iranian banking sector. Utilizing a qualitative methodological framework, data were collected through a comprehensive literature review and semi-structured interviews with purposefully selected banking executives until theoretical saturation was achieved. The collected data were processed through thematic coding and analysis using MAXQDA 2020. The findings indicate that the proposed model comprises five core dimensions: Technological Infrastructure and Capabilities (digital infrastructure, emerging financial technologies, cybersecurity and privacy, and technological integration); Customer Centricity (customer insight, customer experience, service personalization, and customer engagement); Digital Financial Services (diversity of fintech services and innovative tools, digital service quality, service accessibility, and financial service innovation); Banking Structure and Management (digital transformation strategy, organizational innovation culture, social responsibility, and banking sustainability); and the Institutional and Regulatory Environment (fintech laws and regulations, supervision and regulation, and institutional support).

Abstract The aim of this study is to present a model for sustainable financial resource provision in Iranian sports federations. This research was conducted qualitatively using the grounded theory approach. The statistical population consisted of 17 experts in the field of sports management and the management of sports federations. A semi‑structured interview was used as the data collection tool. Grounded theory was employed for collecting and analyzing the data. Data analysis was carried out in three stages: open coding, axial coding, and selective coding. MAXQDA 24 software was used for data analysis.The findings indicated that sustainable financial resource provision in Iranian sports federations, as the core phenomenon, is influenced by factors such as dependency on government budgets, lack of stable financial resources, and pressure from regional and global competitions, all of which emerge within a context shaped by economic constraints, managerial weaknesses, and infrastructural challenges. Factors such as government policies, the role of media, and organizational capabilities moderate the intensity and direction of these efforts. To overcome these challenges, strategies such as diversifying financial resources, commercializing sports, and strengthening federation branding are essential. Successful implementation of these strategies leads to outcomes such as financial independence, infrastructure development, and enhanced competitiveness of sports federations, ultimately ensuring the sustainable growth of sports in the country.

Abstract Abstract The present study aimed to qualitatively analyze the impact of digital technologies on the transformation of human resource management practices and its consequences on employee outcomes. This applicable and qualitative study was designed with a data-based theory approach using MAXQDA software, and data was collected through semi-structured interviews with managers, human resource experts, and employees with experience interacting with digital technologies. Data analysis was conducted in three stages of open, axial, and selective coding. The findings showed that causal factors including technology-driven leadership, managerial support for innovation, and data-driven decision-making culture play a key role in facilitating human resource transformation. Contextual factors including organizational learning culture and employees' digital literacy level provide the necessary context for the successful implementation of digital processes, while limited financial resources, administrative rules, and employee resistance act as intervening factors. Strategies such as digital employee empowerment, cross-functional collaboration, and technological infrastructure development improve employee productivity, satisfaction, and commitment. The study provides a comprehensive theoretical-practical framework that organizations can use to effectively and sustainably implement human resource management practices using digital technologies. Introduction Technological developments in recent decades have transcended the traditional boundaries of organizations and shaped a new concept of the workplace and human resources. The emergence and spread of digital technologies such as artificial intelligence, big data, machine learning, the Internet of Things, digital platforms, smart human resource systems, and augmented reality have fundamentally transformed the structure and nature of human resource management (chepkemoi et al., 2025). In the past, human resource management focused more on administrative and executive processes such as recruitment, payroll, performance appraisal, and training; however, in the digital age, this field has become a strategic and technology-driven platform that aims to create added value through the use of data, technology and organizational intelligence (Chen et al., 2024). The transformation of HRM practices in the digital age is significantly influenced by gaps in digital technologies. Resistance to change is one of the main obstacles that many organizations face (Dabić et al., 2023). This resistance is often due to a lack of understanding or fear of the unknown and can hinder the adoption of new systems and processes. In addition, the digital skills gap among employees is a major challenge for organizations that intend to fully exploit digital tools in HRM. This lack of skills can lead to inefficiencies in recruitment, training and performance management processes (Puspita, 2024). Data security and privacy concerns are also major challenges in integrating digital technologies with HRM (Abdollahzadeh Namini et al., 2024). Organizations need to find effective solutions to protect sensitive employee information while implementing digital solutions. On the other hand, the lack of clear implementation strategies is another problem that organizations struggle with. The absence of a clear framework can lead to inefficient use of technology and missed opportunities to improve HRM processes (Dyakiv et al., 2024). Financial constraints also limit organizations’ ability to invest in digital technologies and training programs, exacerbating the challenges in modernizing HRM practices. In addition, cultural barriers play an important role in the successful adoption of digital technologies (Puspita et al., 2024). Organizational cultures that do not support innovation may become a barrier to digital transformation (Barišić et al., 2021). Consequently, although digital technologies offer valuable opportunities to improve HRM practices, gaps such as resistance to change, lack of digital skills, security concerns, lack of clear strategies, financial constraints, and cultural barriers need to be seriously addressed in order for digital transformation in HRM to be achieved effectively and sustainably (Fenech et al., 2019). Therefore, the research question is: what is the role of digital technologies on the transformation of HRM practices and its consequences on employee outcomes with a data-driven theory approach? Theoretical Framework Digital Technologies and the Transformation of Human Resource Management Practices As one of the key factors of organizational transformation, digital technologies play a prominent role in changing human resource management practices. These technologies include human resource automation systems, data analysis software, online training platforms, and digital communication tools that enable the implementation of human resource processes with greater speed, accuracy, and transparency (Bennet et al., 2021). The implementation of digital technologies enables traditional human resource processes such as recruitment, training, performance evaluation, and employee information management to be carried out automatically and intelligently. In addition to reducing human errors, the automation of these processes allows for accurate data analysis and monitoring, and managers can make their decisions based on real evidence and organizational data. This feature facilitates the transformation of traditional decision-making to a data-driven decision-making culture and increases the speed of the organization's response to environmental changes and employee needs (Blanka et al., 2022). Dowlatabadi (2025) studied “Analyzing the Impact of Digital Technologies on the Evolution of Human Resource Management Practices in the Digital Age”. The research method is applicable in terms of purpose and descriptive-survey in nature. The findings of the study show that digital technologies have an impact on the evolution of human resource management practices. Ramos et al., (2024) studied “Digital Transformation in Human Resources: A Comprehensive Bibliometric Analysis of Evolution”. This study conducted a systematic review of the literature using the methodology of Zupik and Chater (2015). This approach allows for tracking intellectual developments, identifying key contributors, and drawing conceptual frameworks in the field of digital transformation in the workplace, and as a result, provides a comprehensive overview of the subject. This research reveals key trends in the literature related to digital transformation and personnel management, identifies influential researchers, and outlines the intellectual structure of this field. Research Methodology This research is of an applicable type and qualitative in nature, with an exploratory-explanatory approach based on grounded theory. Its main goal is to identify and explain the relationships between digital technologies, the evolution of human resource management practices, and its consequences on employee outcomes. The statistical population of the research included managers, experts, and human resource employees of organizations that interact with digital human resource management systems. Purposive sampling was conducted to include individuals who have direct experience with digital technologies and new human resource management practices, and the number of participants reached 15 based on theoretical saturation. Data were collected through semi-structured interviews that included questions about employees' experience with digital technologies, human resource management practices, and their effects on employee performance, commitment, and satisfaction. This method allowed for free and detailed expression of views and was not limited to predetermined options. Data analysis was conducted using an open, axial, and selective coding process; first, the initial concepts were extracted, then the relationships between the main concepts and categories were identified, and finally the central phenomenon for the development of the theory was identified. To increase the validity and reliability of the data, the feedback of experts and participants was taken into account in verifying the results, and field notes were recorded accurately. Also, the use of qualitative analysis software such as MAXQDA helped to organize and systematically analyze the data. Research findings The research findings showed that digital technologies, by strengthening technology-driven leadership and data-driven decision-making, cause a significant transformation in human resource management practices. Organizational learning culture and employee digital literacy, as contextual factors, facilitate the successful implementation of digital processes, while structural limitations and employee resistance can play a deterrent role. Finally, digital empowerment strategies and the development of technological infrastructure lead to improved employee productivity, satisfaction, and commitment. Discussion and Conclusion The present study was designed to investigate the impact of digital technologies on the transformation of human resource management practices and its consequences on employee performance and satisfaction. This applicable and qualitative study was conducted using a grounded theory approach and MAXQDA software, and data was collected through semi-structured interviews with managers, human resource experts, and employees with experience interacting with digital technologies. The results show that technology-driven leadership, managerial support for innovation, and a culture of data-driven decision-making act as the main drivers of technology adoption and improvement of human resource processes. These factors motivate employees, increase technology adoption, and improve data-driven decision-making. The findings of the study are in line with the studies of Dowlatabadi (2025) and Gupta (2024); these studies also emphasize the vital role of management and support for innovation in facilitating the adoption of digital technologies and its direct impact on the success of digital transformation. Digital transformation and the integration of technology with HR processes form the core of this research and include the digitization of training, assessment, recruitment and automation of personnel processes. These findings are consistent with the studies of Ramos et al. (2024) and Nasiri et al. (2023), which show that digital transformation includes antecedents, processes and direct consequences on employee performance. Digitization of processes improves efficiency, reduces errors and increases accuracy in decision-making and creates significant added value for the organization. Contextual factors such as learning culture, organizational adaptability and the level of digital literacy of employees also play an effective role in the success of digital transformation. Organizations that have a learning and flexible culture accept digital changes more easily, and continuous training and support from colleagues reduce resistance to technology. These results are consistent with the studies of Goudarzi et al. (2023) and Puspita (2024) and show that developing digital skills and promoting a learning culture are critical prerequisites for the successful implementation of new technologies. However, intervening factors such as limited financial resources, administrative rules and regulations, and employee resistance can reduce the success of digital transformation. Budget constraints and lack of supportive policies slow down the implementation of digital processes; and employee resistance due to fear of job changes or reductions is a significant challenge. Smart management of these barriers by creating motivation, training, and organizational support is essential for the success of digital transformation, and the findings of Gupta (2024) are in line. Organizational strategies, including employee digital empowerment, cross-functional collaboration, and the development of technological infrastructure, provide the basis for the full exploitation of technologies. Implementing continuous training programs, creating joint technology and HR teams, and implementing intelligent decision-making systems increase the speed and accuracy of process execution, facilitate the adoption of new technologies, and improve employee experience. This is consistent with the findings of Gupta (2024) and Zisis & Polydoros (2024), which show that effective organizational strategies are a determining factor in the success of digital transformation. Finally, the consequences of transformation include increased productivity and speed of action, improved employee experience, and enhanced organizational satisfaction and commitment. Successful digitalization and the use of related strategies reduce the cost and time of processes, faster access to HR services, and increase employee motivation and belonging. The research findings confirm that integrating technology with HR practices creates significant added value, and, as in the studies of Nasiri et al. (2023) and Bagheri et al. (2023), digital transformation can have positive and sustainable effects on organizational performance and employee experience.