New Approaches in Management and Marketing

Abstract This study aims to examine the experiences and influential factors shaping young people’s transitions from traditional employment to freelancing. The statistical population consists of 28 Iranian experts in the field of freelancing. Data were collected through semi‑structured interviews using purposive sampling and continued until theoretical saturation was reached. The qualitative method applied in this study was thematic analysis based on Braun and Clarke’s standard framework, and coding and analysis were conducted using Atlas.ti software.
The analysis of findings revealed four strategic dimensions that provide a comprehensive perspective for understanding freelancing:
(1) push factors and decision‑making in career transition;
(2) significant economic and financial challenges during the transition process;
(3) skill development and professional networking; and
(4) economic empowerment outcomes for youth.
The results indicate that transitioning from traditional employment to freelancing is a complex and multilayered process requiring precise and purposeful planning, strong social and professional network development, and the establishment of supportive governmental and political environments. The comprehensive strategic framework presented in this study can serve as a practical and evidence‑based guide for policymakers, entrepreneurs, and stakeholder organizations—including chambers of commerce and labor unions—to more effectively support young individuals during this career transition and to improve conditions for the development of freelancing.
Introduction
Over the past decade, a transformative shift—both morphological and structural—has emerged in the global labor market, placing independent entrepreneurship and freelancing at the forefront as key solutions. In Iran, as the knowledge‑based economy, modern digital technologies, and internet‑driven economic infrastructures rapidly expand and evolve (Khodaparast & Emadi, 2025), young people are increasingly and noticeably gravitating toward freelancing, autonomous work, and self‑directed employment, considering these pathways as preferred career choices.
These new forms of employment and career transitions, despite offering advantages such as flexibility and autonomy, are accompanied by complex and profound challenges that pose difficulties both for young individuals and for the global economy (Yang et al., 2024). Income instability, lack of access to conventional employment benefits such as health insurance and unemployment insurance, high levels of economic vulnerability, and the absence of formal support structures are among the most significant challenges (Lu et al., 2024).
Accordingly, the central research question is formulated as follows: How does the transition of Iranian youth from traditional employment to freelancing lead to economic empowerment?
Theoretical Foundations
Independent Entrepreneurship
Independent entrepreneurship, or freelancing, refers to a modern approach to business and autonomous work in which an individual, as an independent entrepreneur, undertakes various projects for multiple clients. In this model, the individual operates as a self‑directed professional, performing diverse tasks for different and numerous clients (Baitenizov et al., 2025; Öberg, 2018).
Career Path
Various perspectives exist regarding career paths, each emphasizing one or several dimensions of occupational development. Holland’s Theory of Career Choice highlights the alignment between an individual’s personality and their work environment, proposing that people are naturally drawn to occupations that match their personality types—such as realistic, investigative, artistic, social, enterprising, or conventional. This theory conceptualizes career choice primarily as a voluntary and individually driven process based on person‑environment fit; however, it pays limited attention to external pressures and involuntary career transitions.
Economic Empowerment
Economic empowerment is a broad and multi-layered concept that refers to the process by which individuals acquire and activate the ability, authority, and capacity to plan, make independent decisions, and control their own economic resources (Golara et al., 2025; Saffari Darberazi et al., 2025).
Research Methodology
This qualitative study employed the thematic analysis method within the standard framework developed by Braun and Clarke (2006), utilizing the Atlas.ti software. A qualitative approach was selected for this research to gain an in-depth, internal understanding of the lived experiences, motivations, emotions, and meanings held by participants (Clarke & Braun, 2021). This established framework for thematic analysis has garnered over 20,000 academic citations to date and represents a scientific and systematic method for identifying semantic patterns and latent themes within qualitative data (Foroozanfar et al., 2025).
The study utilized purposive sampling. The statistical population comprised individuals holding at least a bachelor’s degree and currently engaged in freelance work. In this research, the criterion for concluding the sampling process was the achievement of theoretical saturation, as defined within Braun and Clarke’s (2006) thematic analysis framework. The sampling process unfolded iteratively and in parallel with the coding phase. Following approximately 22 initial interviews, no significant new codes were added to the initial coding structure, and the primary themes began to repeat. Subsequently, conducting 6 additional interviews provided richer data and new contextual examples but did not yield any novel conceptual codes or themes, indicating theoretical saturation at the level of the main themes.
Research Findings
Through the analysis of 28 interviews conducted with the target population and audience, followed by a textual analysis of the interview transcripts, 11 initial themes were identified. In aggregate, these sub-themes represent four main dimensions, illustrating that the transition from traditional employment to freelancing among Iranian youth is not a simple linear process. Instead, it is a chain of transitions where push factors and liberating motivations, in conjunction with economic and institutional challenges, are navigated through skill and network development. This ultimately leads to outcomes of relative empowerment or [outcome not specified in text]. Consequently, freelancing in this study is understood not merely as an opportunity nor solely as a threat, but as a dynamic and conditional field whose quality of experience is contingent upon a specific combination of individual, network, and structural circumstances.
Discussion and Conclusion
The results of this research indicate that the transition from traditional, conventional employment to freelancing for Iranian youth is a complex, multi-layered, and arduous process that demands considerable attention, meticulous and purposeful planning, and substantial support. The key findings are as follows: Firstly, diverse and varying push factors are significant—negative push factors (fear of instability, dissatisfaction) are as important as positive ones (freedom, income). Secondly, considerable economic challenges, such as income instability and the lack of benefits, represent fundamental dilemmas requiring innovative solutions. Thirdly, essential social capital, along with strong professional and social networks are crucial for success and economic empowerment. Fourthly, balanced economic empowerment and genuine self-sufficiency necessitate a combination of financial independence, a sense of control, and economic security.
In comparison to previous research, the findings of this study regarding the importance of networking underscore the vital and fundamental role of social capital in freelancing. These results corroborate Golara’s (2025) research on the role of “weak ties” and professional networks in job seeking. Furthermore, our findings concerning the essential role of social and professional networks, the importance of continuous skill development and learning, and the fear and concern regarding income instability show significant similarities with studies conducted in other countries (Baitenizov et al., 2019; Morris et al., 2025). However, fundamental differences also exist. It can be argued that in Iran, negative push factors are stronger, whereas in developed countries, positive factors are more prevalent.
The findings of this research have important implications for policymakers and support organizations, presented below based on the study’s outcomes:
Based on the findings and themes from the push factors and decision-making dimension, a significant portion of youth transitioning to freelancing stems from dissatisfaction with the rigid structures and bureaucracy of traditional employment. Therefore, it is recommended that governmental and private organizations revise their human resource policies. By developing flexible work models (remote work, flextime, project-based work) and reducing unnecessary procedures, they can mitigate some of the push pressures. This would help transform freelancing from an option often driven by compulsion or escape from structure into a conscious and strategic choice.
Based on the themes from the economic challenges dimension, considering the fundamental role of income instability and the lack of benefits in undermining the economic empowerment of freelancers, it is proposed that policymaking institutions such as the Ministry of Labor, the Social Security Organization, and the Chamber of Commerce move towards designing insurance and support mechanisms tailored for freelancers. This includes flexible health and retirement insurance and adaptable premiums based on actual income, thereby partially reducing the gap between occupational freedom and social security.
Furthermore, findings based on the skill development and networking dimension indicated that success in freelancing depends on a package of technical, soft, and business skills, as well as robust professional networks. Consequently, it is recommended that universities, skill training centers, and science and technology parks design and implement comprehensive freelancing preparation courses, including training in negotiation, project management, personal marketing, and professional networking skills. They should also foster the development of social capital for freelancers by creating networking spaces, such as internal events and platforms.
Also, based on the themes from the economic empowerment outcomes, given that economic empowerment is experienced as relative and conditional by participants, it is suggested that policymakers and freelancing platforms develop indicators to monitor the quality of freelance livelihoods, including relative income stability and access to social support. Based on these indicators, programs to enhance the welfare and job security of freelancers should be designed, ensuring that the transition to freelancing systematically leads to improved well-being rather than merely a change in the form of insecure work.
Based on the results of this research, suggestions for other researchers interested in the field of freelancing are presented as follows: conducting longitudinal studies to track the career paths of youth over longer periods; examining the potential of freelancing for women and conducting specific research on the unique barriers faced by female freelancers; analyzing the role of new technologies, artificial intelligence, and automation on the future of freelancing; investigating public sector support policies; conducting cross-country comparative studies to benchmark and assess efficient and diverse freelancing methods; and examining the social effects of freelancing on family and social relationships.

Abstract Abstract The present study was conducted with the aim of developing and validating an entrepreneurial marketing model with a strategic approach to technological innovation in startup companies. In terms of purpose, it is an applicable-developmental research, and in terms of methodology, it is mixed with a sequential exploratory design implemented in two qualitative and quantitative parts. In the qualitative part, the population included marketing, entrepreneurship, and startup managers who were selected based on the purposive sampling method. In the nineteenth interview, the researcher encountered repetition of concepts and conducted two supplementary interviews to prevent false saturation; finally, 21 people participated in this stage. In the quantitative part, the statistical population included startup managers and experts, and the sample size was determined as 130 people using the Cohen power analysis method and simple random sampling was performed. The data collection tool was a semi-structured interview and a researcher-made questionnaire. Qualitative data analysis was conducted using the Strauss and Corbin data-driven method in three coding stages, and the results were presented in the form of a paradigmatic model. The findings showed that causal conditions (founders’ opportunity-driven motivation, competitive pressure in the innovation ecosystem, inadequacies of traditional marketing models, and startup technological capacities) affect the pivotal phenomenon of entrepreneurial marketing. The pivotal phenomenon, contextual conditions (flexible organizational structure and innovative organizational culture), and intervening conditions (institutional and infrastructural barriers of the innovation ecosystem) affect strategies and actions (technological innovation strategy). Based on these results, an appropriate policymaking approach should focus on strengthening institutional infrastructure, targeted support for technological innovation, and creating facilitating mechanisms for the development of entrepreneurial marketing at the national level to enable the creation of sustainable competitive advantage and scalability of startups. Introduction As competitive environments become more complex, startups are forced to go beyond relying solely on technology or business model to achieve sustainable competitive advantage and require approaches that simultaneously cover market understanding, customer engagement, and strategic agility (Pangilinan et al., 2025; Hong et al., 2024). In this regard, recent management literature suggests the formation of convergence between entrepreneurial marketing, technological innovation, and a strategic approach in the process of organizational value creation (Crick et al., 2025). However, most studies have examined each of these concepts independently and a coherent framework has not been provided to explain their interaction in the context of startups. Entrepreneurial marketing, as an opportunity-oriented, innovative and proactive approach, elevates marketing from a mere promotional function to a process for discovering and exploiting market opportunities (Morris et al., 2024; Javid et al., 2025). In contrast, technological innovation, focusing on the development of new products, services and processes, is considered the main driver of growth and competitiveness of organizations (Mokhtari et al., 2023; Li & Zhang, 2024). The connection between the two will be effective when, in the form of a strategic approach, it guides the organization's long-term orientation in resource allocation and market-oriented decisions (Barney, 2024). At the global and national levels, digital transformations and the expansion of the digital economy have made technological entrepreneurship one of the main engines of economic growth and innovation (Sun & Lee, 2025; Kumar et al., 2025). In Iran as well, despite the quantitative growth of the startup ecosystem and the improvement of its global position, the lack of integrated theoretical frameworks to explain the mechanisms of startup growth and sustainability is still evident (Heydarzadeh et al., 2021 Eghbal; Moghaddam et al., 2023). A review of the literature shows that entrepreneurial marketing, technological innovation, and strategic approach have often been examined at separate analytical levels, and their synergistic role in the formation of sustainable competitive advantage has received less attention (Ezanloo et al., 2022; Udekwe & Iwu, 2025). Accordingly, the present study answers the fundamental question: how does the entrepreneurial marketing model with the strategic approach of technological innovation work in startup companies and how valid is it? Theoretical Framework - Entrepreneurial Marketing The concept of entrepreneurial marketing was first proposed in 1982 during a scientific conference at the University of Illinois at Chicago, with the support of the International Council of Small Business and the American Marketing Association, and is known as the starting point of the systematic link between entrepreneurship and marketing (Deku et al., 2023). - Technological Innovation Technological innovation, as one of the main drivers of economic development and the evolution of business models, has a central position in the literature on innovation management and technological entrepreneurship. This concept refers to the application of new or improved technologies in the development of products, processes, services or business models that lead to the creation of new value for the organization and customers (Akhlaghi et al., 2024). - Startup companies Innovative startup companies are new and agile enterprises that rely on innovation to create value, respond quickly to market changes, and achieve sustainable competitive advantage (Mahmoudi Niloo et al., 2023). These companies are usually formed based on a new idea and a technology-based business model and have a flexible structure, multi-skilled teams and a risk-taking culture. Their high ability to generate, absorb, and apply new ideas, especially in areas such as digital product development, technology-based platforms, customer experience innovation, and new ways of interacting with the market, is one of the distinctive features of these firms (Kahrai & Shivaei, 2025(. Research Methodology This research is of an applicable-developmental and non-experimental type with a survey-cross-sectional design, conducted with a mixed exploratory approach. The qualitative part was conducted with the participation of theoretical and empirical experts and 21 interviews were conducted until theoretical saturation was reached. In the quantitative part, the statistical population included managers and owners of startup businesses, and the sample size was estimated to be 130 people using Cohen's power analysis and G*Power software. The qualitative part of the research was conducted with qualitative data analysis and validation of the paradigm model using the partial least squares method in SmartPLS software. Research findings The paradigmatic model of the research shows that causal conditions, by shaping the central phenomenon, create an explanatory chain that leads to strategies in interaction with contextual and intervening conditions. In this framework, opportunity-based motivation, competitive pressure, traditional marketing inadequacy, and technological capacities strengthen startups’ tendency toward entrepreneurial marketing. The realization of this phenomenon leads to a technological innovation strategy in the presence of a flexible structure and innovative culture, although institutional barriers can weaken this path. Accordingly, the policy orientation emphasizes reducing interventionist constraints and strengthening institutional infrastructures with the aim of supporting technological innovation and developing entrepreneurial marketing to achieve sustainable competitive advantage and scalability of startups. Discussion and Conclusion In the dimension of causal conditions, the findings show that entrepreneurial marketing in startup companies is formed by the simultaneous presence of four main components: opportunity-based motivation of founders, competitive pressure of the innovation ecosystem, inefficiency of traditional marketing models, and available technological capacities. This result, in contrast to studies such as Pangilinan et al. (2025) that have addressed the role of environmental pressures or entrepreneurial mindsets in isolation, suggests that the activation of entrepreneurial marketing is the result of the simultaneous interaction of individual, technological, and institutional forces, rather than the influence of an independent factor. The central phenomenon of the research, namely entrepreneurial marketing, was explained as an institutional phenomenon and the dominant logic of action in startups. This phenomenon is formed in a dynamic interaction with the organizational structure and institutional environment and goes beyond a set of marketing tactics or market-oriented behaviors. This explanation covers the gap in studies such as Samara & Galdolage (2024), whose main focus is on performance outcomes and has paid less attention to the institutional and contextual layers of the formation of this phenomenon. In the context dimension, flexible organizational structure and innovative organizational culture were identified as the main components. The findings show that these factors play an “active enabler” role in startups and pave the way for the transformation of technological ideas into market-oriented solutions. This perception, compared to studies such as Bafghi et al. (2024) and Mokhtari et al. (2023) that have analyzed structure and culture mainly as organizational constraints, indicates a redefinition of the role of these components in the context of start-ups. In contrast, intervening conditions, including institutional and infrastructural barriers of the innovation ecosystem, play a decisive role in the intensity and direction of the impact of the pivotal phenomenon on strategies. The results show that the lack of institutional support, weak technological infrastructure, and policy incoherence can undermine the process of transforming entrepreneurial marketing into effective strategies, even in the presence of high motivation and technological capacity. This finding, in comparison to studies such as Sun & Lee (2025) and Khan et al. (2025) that have marginalized these factors, highlights the importance of the institutional context as a central component of the model's explanatory logic and has clear local implications for the Iranian startup ecosystem. The strategies and actions identified in the study are explained in the form of a technological innovation strategy that is the result of the convergence of the central phenomenon with causal, contextual, and intervening conditions. This result has deeper theoretical coherence compared to studies such as Payandeh & Ansari Moghadam (2024) that have analyzed innovation and marketing in two relatively separate paths. In terms of consequences, the results show that the causal-strategic chain of the model leads to the creation of sustainable competitive advantage and the possibility of scalability. These consequences go beyond short-term performance improvements and are directly aligned with the logic of startup survival and growth in uncertain environments. This finding provides a broader analytical horizon compared to studies such as Giti Nejad & Hassan Pour ghroghchi (2024) that have limited the consequences of entrepreneurial marketing mainly to financial or behavioral indicators.

Abstract Abstract The purpose of this study is to identify the dimensions and components of competitive advantage and innovation within the policy framework for creating and developing digital entrepreneurship in knowledge‑based companies. This research is applicable in terms of purpose, and qualitative in terms of methodology. The statistical population consists of 15 experts, including university faculty members in management and managers of knowledge‑based firms located in Kerman. Considering participants’ diversity (managers, faculty members, and employees), a purposive sampling method was employed, and interviews continued until theoretical saturation was reached. Data were collected through semi‑structured interviews and analyzed using coding and thematic analysis, facilitated by MAXQDA software. The findings reveal that the most significant themes in this domain include research and development, adoption of emerging technologies, creation of digital business models, data‑driven decision‑making, digital networking, cybersecurity, development of e‑commerce, digital management and online human‑resource systems, development of digital markets, digital investment, and attraction of digital financial resources. These results indicate that digital entrepreneurship in knowledge‑based firms encompasses multiple dimensions that can contribute to enhanced performance and competitiveness. Introduction With the expansion of digital technologies and their prominent role in the global economy, digital entrepreneurship has emerged as a key driver of economic and social development. In this context, knowledge‑based businesses—relying on innovation and competitive advantages—possess significant potential for value creation and sustainable development. However, the absence of a comprehensive and effective policy model for establishing and developing digital entrepreneurship in such firms represents a major challenge (Bagaini et al., 2022). As an emerging and rapidly evolving field, digital entrepreneurship requires specialized operational models tailored to the needs and characteristics of knowledge‑based enterprises. Many existing models have been designed in a general form and do not sufficiently address the specific context of digital entrepreneurship or the distinct nature of knowledge‑based firms. This lack of operational models often leads to confusion and difficulties in implementing digital entrepreneurship strategies (Merín‑Rodrigáñez et al., 2024). Innovation and competitive advantage are two critical factors in the success of knowledge‑based companies within the realm of digital entrepreneurship. Innovation is a key driver of growth for firms, enabling them to achieve future successes and providing a mechanism through which businesses can sustain their presence in the global economy (Sung & Kim, 2021). It helps companies secure competitive advantages in uncertain environments, outperform competitors; and ultimately influences long‑term organizational performance. Innovation is also the primary factor contributing to business growth (Eshkor Vakili & Nojabaei, 2022). The innovation process requires effective management and efficient use of resources and technologies. The lack of an effective model for managing and implementing innovation can diminish competitive capability and hinder the realization of a firm’s full potential. Competitive advantage refers to a firm’s ability to, compared to its competitors, deliver greater value to customers. Knowledge‑based businesses, particularly those engaged in technology and innovation, must identify and leverage their competitive advantages. However, many such firms face challenges in recognizing, analyzing, and operationalizing these advantages. These challenges often stem from the absence of an integrated and practical framework for analyzing and exploiting competitive advantages (Hoang & Böckel, 2024). Accordingly, the central question of this study is: How can the dimensions and components of competitive advantage and innovation be identified within the policy framework for creating and developing digital entrepreneurship in knowledge‑based companies? Theoretical Framework Digital Entrepreneurship Digital entrepreneurship refers to the process of creating and developing businesses that primarily focus on digital technologies and technology-based business models. This type of entrepreneurship involves utilizing the internet, digital software, online platforms, and emerging technologies to establish, launch, and grow new ventures (Sharma, 2022). Competitive Advantage Competitive advantage refers to an organization’s ability to create higher value than its competitors and achieve market superiority. This advantage enables organizations to differentiate themselves from rivals by leveraging unique resources and capabilities; thereby gaining a larger market share (Teece, 2020). Mir Jalali et al. (2025) investigated the design of a customer relationship management development model and the role of sustainable competitive advantage in sports clubs in Gilan province. The research findings indicated that 469 indicators could be effective in customer relationship management with an emphasis on sustainable competitive advantage in sports clubs in Gilan province. Subsequently, in the axial coding of indicators, they were categorized into 105 concepts and 41 categories. The data obtained from interviews were analyzed using the grounded theory approach. The results showed that seven main categories—Marketing, Organizational Environment, Infrastructure, Performance, Management and Planning, Service Quality, and Relationship Management—are important for optimizing the customer relationship management system to develop CRM with an emphasis on sustainable competitive advantage. Managers of sports clubs can utilize the identified indicators, concepts, and categories in their future planning for effective customer engagement. Abhkiz et al. (2024) examined the presentation of a competitive advantage model with a pioneering approach in Iran’s aviation industry. The results indicated that having an appropriate network and scope of air routes, flights, and airport services in the country; the possibility (capability) of technological sharing for producing modern aircraft; the technical and technological capabilities of the industry for pioneering; possessing strategic management vision and abilities for the industry to lead; having experience in joint cooperation with international consultants, companies, and governments; the willingness of statesmen and decision-makers in the industry to be pioneers; commitment to strategic plans by industry managers for pioneering; the aviation industry’s learning, adaptation, and future-gazing capabilities for pioneering; possessing skills and expertise among managers and human resources in the industry for pioneering; the number and composition of the air transport fleet; and having cohesive, integrated, and strategic marketing and branding plans in the industry have the most influence among variables on competitive advantage for pioneering. Research Methodology In terms of its objective, the research methodology is applicable; and in terms of execution, it is qualitative. The statistical population of the research includes 15 experts, university professors in management, and managers of knowledge-based companies in Kerman city. For sample selection, considering the diversity of experts (managers, professors, and staff), a purposive sampling method was used, and interviews continued until theoretical saturation was achieved. Semi-structured interviews were used for data collection. Research Findings For data analysis, coding and thematic analysis methods were employed, utilizing the Maxqda software. The results indicated that the most significant themes in this domain include Research and Development (R&D), utilization of new technologies, creation of digital business models, data-driven decision-making, digital networking, cybersecurity, e-commerce development, digital management and online human resources, digital market development, digital investment, and digital fundraising. These findings suggest that digital entrepreneurship in knowledge-based companies encompasses various dimensions that can contribute to improving the performance and competitiveness of these firms. Conclusion The present research was conducted with the aim of identifying the dimensions and components of competitive advantage and innovation in the policy-making for the creation and development of digital entrepreneurship in knowledge-based companies. These findings are consistent with the results of previous studies by Mir Jalali et al. (2025), Abhkiz et al. (2024), Hosseini et al. (2023), Masah Choolabi et al. (2023), Porter & Kramer (2023), Teece (2022), Snihur et al. (2022), Fartash (2022), Nambisan & Baron (2021), and Ciriello et al. (2021). Hosseini et al. (2023) have shown that challenges such as technological limitations and legal institutions, along with digital market opportunities, are considered the main barriers and opportunities for digital entrepreneurship in Iran. Based on the research findings, the following suggestions are provided: Establish digital infrastructures for online sales and customer acquisition through various platforms. These models should be designed to cover the specific needs of particular customers and markets. Create an online system for collecting, evaluating, and implementing suggestions. This system can assist companies in identifying new market needs and improving internal services and processes.

Abstract The aim of this research is to identify and prioritize entrepreneurship opportunities in women’s sports in Iran. The present research was conducted with a mixed approach and in two parts: qualitative and quantitative. In the qualitative part, semi-structured interviews were conducted with 10 experts in the field of women’s sports entrepreneurship and the data were analyzed using thematic analysis. In this part, 65 basic themes and 8 organizing themes were identified. In the quantitative part, to validate the qualitative results, a 65-question questionnaire was designed based on the basic themes, each question representing a basic theme. Based on the database of the Ministry of Sports and Youth’s Employment and Entrepreneurship Working Group, the number of people in the statistical population that included women’s sports business activists in Tehran province was identified as about 500 people, and based on the Cochran formula, the required sample size was estimated at 218 people. Finally, 238 questionnaires were collected and the data were analyzed using confirmatory factor analysis. MAXQDA software was used for the qualitative analysis and Smart-PLS software was used for the quantitative analysis. The results showed that the identified entrepreneurial opportunities fall into eight main categories, including technology-based opportunities, opportunities related to aging, marketing and advertising, education, sports services, nutrition and health, sports venues and events, and sports equipment and apparel production. In addition to filling the existing theoretical gap, these findings can form the basis for policymaking, investment, and women's empowerment programs in the sports economy. It is suggested that policymakers should facilitate the realization of these opportunities by utilizing new technologies, developing specialized training, and creating supportive infrastructure.
Introduction
In recent decades, sports have gone beyond a mere recreational activity and have become a dynamic, multi-billion dollar industry that has extensive economic, social, and cultural impacts. According to the Global Sports Market Report (2025), the global sports economy is estimated to be worth more than $478 billion and is expected to exceed $500 billion by the end of 2025. Meanwhile, women’s sports, as an emerging segment of the global sports economy with a growth rate of more than 50 percent in attracting financial support, have attracted increasing attention from policymakers and investors. However, in Iran, women’s economic participation in sports is still limited and accounts for a small share of GDP (about 0.7 percent). Along with cultural and institutional challenges, lack of infrastructure and lack of use of new technologies have prevented the potential entrepreneurial capacities in women’s sports from fully flourishing. In such circumstances, identifying real and operational opportunities can guide policymakers, investors, and entrepreneurs to develop the women’s sports economy.
Previous research has mainly focused on environmental barriers or threats to women's entrepreneurship in sports and has less systematically analyzed opportunities. Also, a significant portion of existing studies lack a coherent theoretical framework or mixed methodology for simultaneously analyzing qualitative and quantitative dimensions. Accordingly, this research attempts to address the gap in the theoretical literature and reveal the hidden dimensions and capacities of women's entrepreneurship development in sports. The central question of the research is: what are the opportunities for women's entrepreneurship in Iranian sports and in which structures and analytical frameworks can these opportunities be classified?
Theoretical Framework
Sports entrepreneurship is an interdisciplinary branch that integrates the concepts of management, innovation, and market in the context of the sports industry. According to Ratten (2024), sports entrepreneurship is a platform for identifying market gaps and creating economic and social value through sports. In the meantime, “women’s sports entrepreneurship” is considered one of the growing dimensions of this field, which is formed based on a combination of innovation, technology and social goals. This type of sports entrepreneurship refers to activities through which women identify and commercialize economic, cultural and social opportunities in the field of sports (Costa & Miragaia, 2022).
In summary, the research background, it can be said that women’s sports entrepreneurship in Iran and the world has gradually transformed from a marginal issue to a strategic area over the past two decades. In Iran, early studies focused more on identifying general opportunities in the sports industry, but over time, the gender perspective and attention to women’s specific opportunities have been strengthened. Although obstacles such as cultural attitudes, lack of infrastructure and weak media hinder the growth of women’s entrepreneurship, the increase in social demand for women’s sports, the expansion of sports education and the growing need for educational services, coaching, tourism and sports management have created valuable grounds for entrepreneurship. Other researches have identified emerging opportunities for women in digital technologies, social media, personal branding, education, sports leadership, and health-focused markets. The COVID-19 crisis, despite its limitations, has helped to expand the use of technology, online education, and new business models in women's sports.
Research Methodology
The present study is of applicable type and was conducted using a mixed method. In the qualitative part, the statistical population included experts and activists with managerial or entrepreneurial experience in women's sports, selected using purposive and snowball sampling methods. By conducting interviews with ten experts and achieving theoretical saturation, data were collected and analyzed using Brown and Clark's six-step thematic analysis method. The result of this stage was the identification of 65 basic themes and 8 organizing themes. In the quantitative part, to validate the qualitative findings, a 65-question questionnaire was designed and distributed among 238 business activists in women's sports in Tehran province. The data were analyzed using confirmatory factor analysis (CFA) and SmartPLS software. The reliability of the constructs was examined with Cronbach's alpha and composite reliability (CR) and was obtained in all cases above 0.7. Also, the **Average Variance Extracted (AVE) index was higher than 0.5, indicating the desirable convergent and divergent validity of the model.
Findings
The results of the qualitative section showed that entrepreneurial opportunities in Iranian women's sports can be classified into eight main categories:
1- Technology-based opportunities: including sports applications, online training platforms, virtual reality, wearable gadgets, and smart club management systems. Technology was identified as the most important driver of innovation in women's sports entrepreneurship.
2- Aging-related opportunities: given the increasing trend of the country's elderly population; designing sports, nutrition, and rehabilitation services specifically for elderly women was raised as one of the promising areas. This section is a combination of health, prevention, and social welfare.
3- Sports marketing and advertising opportunities: including personal branding, digital marketing, sponsorship, and social media. Interviewees emphasized the importance of female athletes’ digital presence and converting fame into economic capital.
4- Educational opportunities: the broadest category of opportunities includes the establishment of sports academies, training of female coaches and managers, specialized mother-child courses, and training in management and marketing skills. Education was recognized as the foundation of sustainable development in women’s sports.
5- Sports service opportunities: including talent acquisition, insurance, sports psychology, branding consulting, and support services for athletes. This category of opportunities is related to strengthening the quality of services and creating sustainable jobs.
6- Nutrition and health opportunities: including sports catering, natural supplements, nutritional consulting, and health-oriented cafes for female athletes. This area has economic and social potential due to the growth of a culture of health and conscious nutrition among women.
7- Opportunities related to sports venues and events: such as the design and construction of women-specific venues, sports camps, Muslim women’s festivals, and sports tourism. This category of opportunities is important in connection with the tourism and health industries.
8- Opportunities for the production of sports equipment and clothing: including the production of clothing, accessories, sports equipment and devices tailored to women's characteristics. The lack of products with appropriate and cultural design has turned this area into a virgin market for entrepreneurship.
The results of the quantitative section confirmed that all eight categories have a significant factor load and above 0.5 and, overall, form a valid and coherent structure. The average of the highest factor load was related to technology opportunities (0.74) and sports services (0.742), which indicate the importance of the role of technology and specialized services in the development of women's entrepreneurship.
Discussion and Conclusion
The findings of the present study show that the entrepreneurial ecosystem in Iranian women's sports has a networked and multifaceted nature, in which technology, education and health are the three main pillars. Technology provides a platform for creating innovation and direct access to the market; education ensures human resource empowerment and the development of specialized skills; and health strengthens the social and cultural bonds of women's entrepreneurship. Compared to previous studies, this study, for the first time, systematically extracts opportunities using a mixed method and goes beyond the conceptual identification stage. For example, while previous studies focused solely on tourism or sports marketing, this study also includes lesser-known dimensions such as aging and sports nutrition into the theoretical framework.
From a theoretical perspective, this study presents an indigenous model of entrepreneurial opportunities in women's sports that is based on the interaction of the three components of "knowledge-technology-culture". This model indicates that the development of the women's sports economy is not possible with financial capital alone, but also requires the creation of knowledge and technological infrastructure and the modification of cultural attitudes towards women's economic participation.
From a practical perspective, the findings can be useful for government institutions, universities, and investors. First, the Ministry of Sports and Youth and the Deputy Minister of Women and Family Affairs can use the research results to design support programs, facilitate licensing, and establish women’s sports innovation centers. Second, universities and educational institutions can fill the existing knowledge gap by developing skills and sports entrepreneurship courses for women. Third, private sector investors can focus on areas such as sports technologies, healthy nutrition, and clothing production, given the global trend of women’s sports growth and increasing demand in the domestic market. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The aim of the present study was to design a model for the evolution of digital entrepreneurship ecosystems. The research method was qualitative and based on grounded theory. The research field included digital management and entrepreneurship experts in 2024, selected through purposive sampling and snowball technique. Data were collected through semi-structured interviews with 15 participants until theoretical saturation and analyzed using Strauss and Corbin's three-stage coding method using MAXQDA software. The interviews were transcribed and 283 open codes and 16 axial codes were extracted. The findings showed that digital entrepreneurship, as a central phenomenon, based on digital technologies such as artificial intelligence and blockchain, creates value through innovation and agility. Causal factors (organizational factors, technological infrastructure, and human factor), contextual (legal, socio-cultural frameworks), and intervention factors (economic-market, security) dynamically interact to shape this phenomenon. The pivotal relationships include the impact of causal factors on resource creation, the role of contextual factors in sustainability, moderation by intervention factors, and facilitation of development by strategies. The consequences include economic growth, job creation, financial transparency, improved quality of life, and digital justice. It is suggested that the government improve digital infrastructure, develop supportive laws, expand digital education, create venture capital funds, and strengthen public acceptance of digital entrepreneurship through culture building.
Introduction
Digital entrepreneurship has become one of the most powerful engines of economic development, innovation, and job creation in the contemporary world (Kraus et al., 2020; Nambisan & Baron, 2021). In Iran, despite a young and educated workforce (over 60% of the population is under 35 years of age), high smartphone penetration (over 90%), and over 75 million internet users (Arabgari et al., 2024), the digital entrepreneurship ecosystem is still in its infancy and faces numerous structural, legal, cultural, and economic barriers. Previous studies in Iran have mainly examined separate aspects of this phenomenon, such as legal barriers (Azizi et al., 2018), infrastructure bottlenecks (Jahangiri & Hosseini, 2022), financing constraints (Didehkhani et al., 2020), or cultural resistance (Rastgar et al., 2019). To date, no comprehensive indigenous model has been presented that simultaneously integrates causal conditions, contextual and intervening factors, strategies, and outcomes within the specific institutional framework of Iran—especially under international sanctions and domestic policy fluctuations. Global models (Sussan & Acs, 2017; Isenberg, 2016), designed in open and stable economies, cannot be directly transferred to a context where cryptocurrencies are a means of circumventing sanctions and national security considerations dominate digital policymaking. The present study, with a qualitative approach and utilizing the systematic data-driven theory methodology of Strauss and Corbin (Strauss & Corbin, 1998), seeks to fill this theoretical and practical gap by designing a transformative model of the digital entrepreneurship ecosystem in Iran. This research is important in designing a transformation model of digital entrepreneurship ecosystems in Iran for several reasons. First, these ecosystems can contribute to economic growth and job creation, especially under sanctions conditions where the Iranian economy is facing serious challenges (Bloom et al., 2020). Second, digital entrepreneurship improves the quality of products and services by promoting innovation and increasing competitiveness (Martinez, 2022). Third, given Iran’s unique characteristics, such as young human resources and natural resources, a local model can help better exploit these potentials (Jahangiri & Hosseini, 2022). In addition, the lack of a comprehensive model in the domestic literature highlights the need for this research (Didehkhani et al., 2020).
The main research question is: What are the components of the evolution model of digital entrepreneurship ecosystems in Iran? The sub-questions are: What are the components, causal, intervening, contextual factors, strategies, and consequences of designing digital entrepreneurship ecosystems in Iran?
Theoretical Framework
Digital entrepreneurship has rapidly become one of the transformative forces for economic growth, innovation, job creation, and social inclusion in the 21st century (Elia et al., 2020; Ferreira et al., 2024). Unlike traditional entrepreneurship, this type of entrepreneurship fundamentally changes the mechanisms of value creation, delivery, and absorption by leveraging digital technologies, platforms, and data-driven models (Cavallo et al., 2021). In advanced countries, digital entrepreneurship ecosystems are the backbone of sustainable development and competitiveness (Du et al., 2019). However, in Iran, despite its enormous potential, this ecosystem is fragmented and underdeveloped. Iranian digital startups face a unique combination of internal and external barriers: chronic infrastructure shortages (unstable high-speed internet and frequent filtering), severe international sanctions that limit access to global payment gateways, cloud services, and venture capital (Didehkhani et al., 2020), macroeconomic instability, institutional volatility, brain drain, and cultural lag in public trust in online transactions (Jahangiri & Hosseini, 2022). This research gap necessitated the need for data-driven and context-sensitive research to design a transformative model tailored to Iran’s specific institutional environment (Golara et al., 2025; Khaghanizadeh et al., 2025).
Research Methodology
This study used a qualitative design using Strauss & Corbin’s (1998) systematic data-driven theory methodology. The study was conducted between March and September 2024. The research population included experts and those with experience in the Iranian digital entrepreneurship ecosystem: founders of successful and unsuccessful startups, platform CEOs, angel investors, and university professors specializing in entrepreneurship and information technology, and senior consultants. Sampling was initially purposive and then continued with a snowball method until theoretical saturation was reached at the fifteenth interview (a sample size consistent with qualitative grounded theory studies in the field of entrepreneurship; Golara et al., 2025; Arabgari et al., 2024). Data were collected through 60- to 90-minute in-depth semi-structured interviews (in person or online with encrypted platforms). Simultaneous analysis with data collection was performed with MAXQDA 2022 software and three-stage coding (open, axial, and selective) was performed, resulting in the extraction of 283 open codes and 16 axial codes. Research validity was ensured by Lincoln & Guba (1985) criteria: validity through extended interaction, member review, and triangulation; transferability through thick descriptions; reliability and confirmability through a full audit trail, peer review, and reflective note-taking.
Research findings
The central phenomenon of the “digital entrepreneurship” model was defined as the creation and scaling of technology-based, platform-driven, and data-driven businesses that create value through innovation, organizational agility, and diverse revenue models (in-app payments, digital advertising, sharing, gig economy, and blockchain transactions). Causal conditions include three main categories: organizational factors (management innovation, informal partnerships with foreign companies, a culture of agility, and strategic use of cryptocurrencies to circumvent sanctions), technological infrastructure (access to high-speed internet, artificial intelligence, big data, domestic cloud computing, and development of native APIs), and human factors (high skills of the younger generation, entrepreneurial motivation due to unemployment, but the severe challenge of brain drain). The broader context includes legal-political frameworks (fragmented government protections against heavy bureaucracy, filtering, and sudden changes in laws) and socio-cultural developments (increased digital consumption among Generation Z alongside traditional resistance to trusting online payments). Intervening factors also fall into two categories: economic-market dynamics (rapid growth of online markets, new revenue models, and the negative impact of inflation and devaluation of the rial) and credit-security concerns (cyber threats, weak e-trust mechanisms, and lack of a comprehensive data protection law). To accelerate development, five key strategies emerged: improving digital infrastructure, legal and structural reforms (reducing bureaucracy, intellectual property law, and digital free zones), culture and education (media campaigns and digital literacy education in schools), diversifying financing (stock market venture capital funds, crowdfunding, and low-interest loans), and systematically developing digital entrepreneurship competencies (training in artificial intelligence, blockchain, and agile management). The final outcomes emerged at two levels: economic outcomes (sustainable growth, widespread job creation, especially in freelancing and the gig economy, earning foreign exchange, reducing dependence on oil, and financial transparency through blockchain) and Social (improving the quality of life, expanding digital justice, developing online education, and forming an entrepreneurial culture in the younger generation.
Discussion and Conclusion
The presented transformational model is the first comprehensive and completely indigenous framework that is derived solely from the lived experiences of Iranian stakeholders and extends global theories to an institutional environment under sanctions (Elia et al., 2020; Ferreira et al., 2024). While organizational agility, technological infrastructure, and human capital are consistent with international findings (Kraus et al., 2020; Martinez, 2022), the distinctly Iranian elements such as “strategic use of cryptocurrencies as a survival tool,” “filtering as a permanent but creative obstacle to circumvention,” “brain drain as an existential threat,” and “the moderating role of geopolitical insecurity” show why general models (Sussan & Acs, 2017) are ineffective in Iran. This model is also consistent with recent domestic studies but goes beyond them because it integrates all dimensions into a dynamic paradigmatic structure (Golara et al., 2025; Arabgari et al., 2024; Khaghanizadeh et al., 2025).
In practical terms, policymakers should prioritize the deployment of nationwide high-speed internet and 5G in the Seventh Development Plan, launch secure national payment gateways independent of SWIFT, enact a comprehensive law on data protection and intellectual property by the end of 1404, create specialized digital venture capital funds on the stock exchange, and implement a national digital literacy program from primary school to university. Universities should launch interdisciplinary courses in AI-entrepreneurship, blockchain, and digital marketing, and strengthen industry-university linkages through university accelerators. Entrepreneurs should focus on scalable business models with near-zero marginal costs, establish a startup alliance for Lobby and use informal networks to access global technologies.
Despite the depth of the field, the qualitative nature, and the purposive sampling, statistical generalizability is limited. Future research should quantitatively validate the model by structural equation modeling on larger samples, conduct longitudinal comparisons with similar countries (Turkey, UAE, Russia), and examine the impact of new policies (such as possible sanctions relief or filtering changes). Finally, the proposed model provides policymakers, universities, investors, and entrepreneurs with an operational and localized roadmap to transform Iran’s demographic and digital potential into a regionally competitive ecosystem, thereby achieving sustainable economic diversification, sustainable youth employment, and social progress in the digital age. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The aim of the present study is to design and explain a strategic entrepreneurship model in the field of urban e-governance: a mixed approach. The present study is fundamental-applicable in terms of its purpose, and mixed (qualitative-quantitative) in terms of its implementation method. The statistical population of the qualitative section includes 14 experts, entrepreneurs in the field of information technology and urban management, selected using the snowball method. The statistical population of the quantitative section includes 384 entrepreneurs in the field of information technology and urban management, selected using the convenience sampling method. Data collection in the qualitative section was carried out through semi-structured interviews and in the quantitative section through a questionnaire. The data analysis in the qualitative section was carried out using the grounded theory method, and in the quantitative section, PLS. The results of the research in the qualitative section show that 164 initial codes were placed in 22 categories. Also, the development of strategic entrepreneurship in e-governance requires simultaneous attention to the components of the three business, national, and international levels. The business and national level components act as a basis and facilitator for the international components. Specifically, the creation of hardware and software infrastructures at the national level and attention to macroeconomic stability strengthens the competitive advantage at the international level. The results obtained from the structural equation model show that the coefficient of all hypotheses is higher than 0.3. The t-statistic is also higher than 1.96. The significance level of the hypotheses is also lower than 0.50. Therefore, all relationships are confirmed.
Introduction
Access to the information needed for decision-making, further control and monitoring of the organization and processes, the possibility of analyzing conditions and analyzing in planning and simulating decisions can be significant effects of the presence of information technology in the organization (Stone et al., 2020). With increasing environmental uncertainty, rapid changes, and new global challenges, one of the effective solutions to adapt to continuous developments and to get ahead of competitors is to move towards strategic entrepreneurship, because the environment facing today's societies is constantly changing, and it is entrepreneurs who provide a model for coping with and adapting to these changing and dynamic conditions, and employees are also considered an important element in the work and entrepreneurship process (Khajuei Nasab Karani, 2018). Strategic entrepreneurship is a concept that integrates entrepreneurial actions and strategic management principles within organizations (Bashir & Vij, 2023). Along with the importance of strategic entrepreneurship, one cannot ignore the changes in the field of information and the introduction of electronic approaches into society. Of course, it should be considered that today, electronic governance is not only considered a threat, but also a strategic driver for businesses. However, it should be noted that in today's dynamic and competitive world, the benefits of this strategic driver in achieving organizational goals and increasing entrepreneurship can be used when organizations, instead of just using information technology, also pay due attention to the governance and improvement of information technology services and change their approach towards an optimal entrepreneurial process (Akhavan Agh Ghale & Eskanderpour, 2020). In general, e-governance in the modern era maximizes the value of information technology, because it affects management in the field of information and provides a stable and secure platform for various innovative approaches. As a result, it can be seen that e-governance helps maintain competitive advantage by improving the level of strategic entrepreneurship (Elazhary et al, 2022). Therefore, we are looking for an answer to the question: how is the strategic entrepreneurship model in the field of mixed-approach urban e-governance designed and explained?
Theoretical Framework
Entrepreneurship
Entrepreneurship involves creativity and innovation, risk-taking and planning; a process in which raw ideas are managed in a way that leads to economic consequences. Entrepreneurship is also a type of employment that, through a dynamic, energetic, passionate and enthusiastic process, presents, creates and implements new ideas and creative solutions (Abdelkarim, 2019).
Strategic Entrepreneurship
Strategic entrepreneurship is an application program for developing a new project within an organization that is based on exploiting new opportunities and creating economic value. Strategic entrepreneurship can be defined as a continuous organizational readiness to explore new competitive fields and identify capabilities to exploit them. The main contribution of the field of strategic entrepreneurship in organizations is to increase awareness and understanding of the role of entrepreneurship in mutual organizations, which aims to revitalize these organizations and their organizational performance. Strategic entrepreneurship can be identified through a set of characteristics, namely: exploiting existing knowledge as the basis for social and economic progress (Sajedi & Kazemi, 2024).
E-Governance
E-Governance is a way for governments to use information technology and other new technologies to facilitate individuals to access government information and services, improve their quality, and provide broad opportunities for participation in democratic processes and symbols (Soong et al, 2020).
Chabak et al. (2025) studied the development of a model for e-government governance with an approach to facilitating and developing digital businesses in Iran. The findings showed that the dimensions of smart digital management and policymaking, technological infrastructure and interoperability, digital services and common business development platforms, human resource empowerment and innovative organizational culture, supportive legal and regulatory frameworks, stakeholder participation and interaction, and continuous evaluation and improvement have a significant impact on e-government governance with an approach to developing digital businesses. All model fit indices indicated a favorable fit of the conceptual model with the empirical data. The research results indicate the need to redefine the role of the government from a service provider to a facilitator and platform builder. To achieve efficient digital governance, it is essential to pay attention to smart policymaking, develop open and secure infrastructure, institutionalize an innovative culture, support laws, and structured stakeholder participation. This model can be a guide for policymakers to improve the digital ecosystem and facilitate the growth of technological businesses in the country.
Shirani & Ayneh (2025) examined the future city, integrated urban governance, and presented an entrepreneurial city model in Iran. The findings have led to the presentation of a conceptual model of the future entrepreneurial city with five main components: 1) data-driven participatory governance; 2) technological and social infrastructure; 3) flexible policymaking; 4) innovative urban economy; and 5) human capital empowerment. The proposed model is designed based on Iran's indigenous capacities and institutional challenges and can be proposed as a policy-friendly model for empowering Iranian cities in the era of digital transformation and complex crises.
Research Methodology
The present study is fundamental-applicable in terms of purpose, and mixed (qualitative-quantitative) in terms of implementation method. The statistical population of the qualitative section includes 14 experts, entrepreneurs in the field of information technology and urban management, selected using the snowball method. The statistical population of the quantitative section includes 384 entrepreneurs in the field of information technology and urban management, selected using the convenience sampling method. Data collection in the qualitative section was carried out through semi-structured interviews and in the quantitative section through a questionnaire.
Research findings
The data analysis method was used in the qualitative section, and PLS in the quantitative section. The results of the research in the qualitative section show that 164 initial codes were placed in 22 categories. Also, the development of strategic entrepreneurship in e-governance requires simultaneous attention to the components of the three levels of business, national, and international. Business and national level components act as a grounding and facilitator for international components. Specifically, creating hardware and software infrastructure at the national level and paying attention to macroeconomic stability strengthens competitive advantage at the international level. The results obtained from the structural equation model show that the coefficient of all hypotheses is higher than 0.3. Also, the t-statistic is higher than 1.96. The significance level of the hypotheses is also lower than 0.50. Therefore, all relationships are confirmed.
Conclusion
The present study was conducted with the aim of designing and explaining a model of strategic entrepreneurship in the field of urban e-governance using a mixed approach. The findings of this study are consistent with the research of Chabak et al. (2025), Shirani & Ayneh (2025), Parvin et al. (2024), Rajabpour et al. (2023), Xin et al. (2023), and Oana-Ramona et al. (2021). Parvin et al. (2024) showed that capacity building to establish the right to access information, increase regulation, discipline urban management mechanisms, strengthen internal platforms for networking and securing information in line with urban smartness can be implemented through the implementation of a good digital governance model.
Considering the results obtained, the following suggestion is made:
Policymakers and planners should consider many factors for the development of strategic entrepreneurship. Factors such as the creation of infrastructure and superstructures of companies and organizations are of great importance and provide a platform for the growth of entrepreneurship. Therefore, it is recommended to provide the necessary conditions in this regard. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.