New Approaches in Management and Marketing

Abstract Economic freedom in Islamic economics, unlike the liberal approach, is defined within the framework of justice, ethics, and Sharia principles. However, the lack of indigenous and operational indicators for measuring this concept represents a significant research gap. This study aimed to design and validate economic freedom indicators within the framework of Islamic economics using an exploratory mixed-methods design. In the qualitative phase, thematic analysis and a systematic literature review identified six main indicators and 36 sub-indicators. Content validity was confirmed by 24 experts in Islamic economics based on acceptable Content Validity Ratio (CVR) and Content Validity Index (CVI) values. In the quantitative phase, two rounds of the Fuzzy Delphi method confirmed 35 sub-indicators, while one was eliminated, indicating expert consensus. Exploratory factor analysis revealed that the indicator “Application of Economic Freedom Indicators in Development Plans” had the highest factor loading (0.837), whereas “Protection of Legitimate Private Property Rights” had the lowest (0.548). Among the sub-indicators, “Prevention of Usury and Bribery,” “Company Registration Cost,” and “Enhancing Transparency in Development Programs” received the highest importance. The findings demonstrate that the proposed indicators are both valid and reliable and can serve as a Sharia-compliant tool for assessing economic freedom and evaluating development plans in Islamic countries.

Abstract The aim of the present study is to identify the architecture of the entertainment structure in modern advertising; identifying core variables with word co-occurrence analysis. The present study is descriptive in terms of its purpose and developmental in terms of its application, and it was conducted through the meta-synthesis approach and scientometric techniques (synonymous analysis and co-authorship). This study applies a combined approach including "systematic review" and "word co-occurrence network analysis" to redefine the internal architecture of the entertainment structure. The meta-synthesis method was applied to analyze the findings, and the scientometric approach and VOSviewer software were utilized to combine, cluster, and structurally analyze the extracted concepts. The results showed that by analyzing 211 key vocabulary units extracted from reputable scientific sources, 9 fundamental variables in behavioral and experiential dimensions were identified and explained in the form of a comprehensive classification. While criticizing the ineffectiveness of classical models in explaining the modern complexities of advertising, the findings of this study provide an evidence-based framework for operationalizing the construct. This research not only contributes to the development of consumer behavior theories, but also provides a strategic tool for marketing managers to design and evaluate advertising content. The results of this research provide a solid basis for future empirical research to measure the effectiveness of these dimensions in platform-based environments.
Introduction
Rapid changes in media, content consumption patterns, and the ways in which audiences encounter commercial messages have highlighted the role of entertainment in advertising effectiveness more than ever before. In an age of message saturation, fast scrolling, short videos, and skippable ads; only those messages are likely to be seen and processed that create an enjoyable, engaging, and meaningful experience (Shafiee et al., 2024; Teixeira, 2014). Recent research suggests that entertaining elements such as humor, narrative, digital aesthetics, creativity, and cognitive stimulation can increase attention, enhance depth of processing, and improve the experience of encountering an ad (Gallo, 2023; Simonetti, 2024; Huang, 2023). This evidence highlights the importance of entertainment as one of the main drivers of the advertising experience in contemporary media environments. Despite this importance, the existing literature suggests that the concept of entertainment remains fragmented, multifaceted, and lacks theoretical coherence. Studies have explained this construct in different formats: some have considered it equivalent to cognitive engagement (Cline, 2007; Makienko, 2014); some have analyzed it in the context of narrative (Green & Brock, 2000; Wang, 2021); and others have limited it to emotional or aesthetic experiences. More recent studies also show that entertainment in digital, algorithmic, and OTT media has a more multifaceted nature and requires redefinition (Yu, 2024; Malik, 2024; Song, 2022). This conceptual heterogeneity highlights the need to review and integrate the literature. Accordingly, the aim of the present study is not to present a predetermined model, but to conduct a systematic review based on scientometric analysis of the last four decades and to identify the core variables of advertising entertainment; variables that can serve as the basis for developing new theoretical frameworks, valid measurement tools, and more accurate modeling in future research. This redefinition not only contributes to the theoretical richness of the literature, but also allows for the alignment of existing models with contemporary media conditions, including digital, algorithmic, interactive, and short-narrative advertising. Therefore, the main question of this research is: how does the architecture of the structure of entertainment in modern advertising; the identification of core variables by word co-occurrence analysis look like?
Theoretical Framework
Entertainment in Advertising
Advertising as an effective tool for raising awareness and introducing companies, goods, services, and even ideas and perspectives has undergone extensive changes over time. In the contemporary world, advertising has become an integral 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 largely on the level of success in information and advertising (Sinha, 2021). Advertising is a purposeful activity that introduces and promotes products or services through advertising messages to increase sales and strengthen brand recognition (Smith & Johnson, 2022). Entertainment in advertising has been considered one of the most effective mechanisms for shaping the audience's experience and increasing the effectiveness of the message over the past four decades. However, a systematic review of the literature shows that this construct has been explained over time with different theoretical approaches and there is still no unified and agreed-upon framework for defining and measuring it. Research in this area can be categorized into several main conceptual clusters, each of which sheds light on part of the nature of entertainment, but none of which alone is capable of providing a comprehensive picture of it.
Mir Motahari et al. (2025) investigated the evaluation of the role of outdoor advertising on the use of eye movements towards the brand. In this study, causal conditions (advertising content; quality of outdoor advertising and advertising features); main contextual factors (advertising slogan, billboard elements and analysis of customer eye movements); intervening conditions (online advertising, advertising costs, advertising through media and mass communication); pivotal categories (environmental advertising status, development of advertising effectiveness and effective advertising on customer intentions); strategies (attractions of advertising message, evaluation of the environmental advertising selection process) and three categories of competitive advantage, value creation and promotion of strategic marketing decisions are classified as the consequences of environmental advertising based on the use of eye trackers.
Danaei (2025) investigated the effect of media (radio) advertising effectiveness on the degree of consumers' tendency to consume domestic goods. The results of this study showed that the effectiveness of media advertising (radio) has a positive and significant effect on consumers' tendency to consume domestic goods.
Research Methodology
The present study is descriptive in terms of purpose and developmental in terms of application, and was conducted by a meta-synthesis approach and scientometric techniques (synonymous analysis and co-authorship). This study applies a combined approach including "systematic review") and "word co-occurrence network analysis" to redefine the internal architecture of the entertainment construct.
Research Findings
The meta-synthesis method was employed to analyze the findings, and the scientometric approach and VOSviewer software were employed to combine, cluster, and structurally analyze the extracted concepts. The results showed that by analyzing 211 key lexical units extracted from reliable scientific sources, 9 fundamental variables were identified in behavioral and empirical dimensions and explained in the form of a comprehensive classification. While criticizing the inefficiency of classical models in explaining the modern complexities of advertising, the findings of this study provide an evidence-based framework for operationalizing the construct. This research not only contributes to the development of theories of consumer behavior, but also provides a strategic tool for marketing managers to design and evaluate advertising content. The results of this research provide a solid basis for future empirical research to measure the effectiveness of these dimensions in platform-based environments.
Conclusion
The present study aimed to identify the core variables of the construct of entertainment in modern advertising by analyzing the co-occurrence of words. The results of this study are consistent with the results of Mir Motahari et al. (2025), Danaei (2025), Mohammadi et al. (2024), Hessani Khabr et al. (2025), Shen & Wang (2024), Bagher Mosavi & Fadai (2023), Ahadi & Ghasemi (2020), and Gordon et al. (2019). Shen & Wang (2024) showed that short video users' personality perception from each dimension has a significant positive effect on shared value creation. Therefore, this study examines the internal correlation and mediating mechanism between short video users' personality perception and purchase intention, establishing mediating and moderating variables. First, shared value creation plays a mediating role between personality perception and purchase intention on short video platforms. Second, two individual-level moderator variables play a moderating role between shared value creation and purchase intention on short-form video platforms: monitoring focus and social presence.
Using research variables as a monitoring mechanism helps managers make more informed strategic decisions regarding media selection and message content to maximize the return on advertising spending. Despite methodological rigor, the focus on English-language articles and a specific time period may have overlooked some of the local literature or very emerging research. Also, the findings remain at the theoretical level and need to be empirically validated. Accordingly, it is suggested that researchers design questionnaire items and test their reliability and validity through factor analysis in the next step.

Abstract The aim of the present study is to analyze the organizational policy model based on social responsibility in the oil-rich areas company. The research method is fundamental-applicable in terms of its purpose, and mixed (qualitative-quantitative) in terms of implementation method and of exploratory type. The statistical population in the qualitative section includes 14 managers and experts in the field of social policy-making and social responsibility, faculty members, managers of the oil-rich areas company, selected purposefully; and in the quantitative section includes 191 managers and experts of the Iranian Copper Company who are experts in the field of corporate social responsibility and were selected by simple random sampling. The tool for collecting findings in the qualitative section is a semi-structured interview, and in the quantitative section is a researcher-made questionnaire. For data analysis in the qualitative section, based on the data-driven method, NVIVO version 11 software was applied; and in the quantitative section, SPSS and PLS software were applied. The results of the qualitative section showed that the extracted concepts included 89 open codes, 30 central codes, and 15 selected codes that constitute the model of social policies based on social responsibility in the National Iranian Copper Company. The results of the quantitative section show that the causal conditions of the model of implementing social policies based on social responsibility, the background factors affecting the model of implementing social policies based on social responsibility, the intervening conditions of social policies based on social responsibility, the consequences of the model of social policies based on social responsibility, and the strategies of social policies based on social responsibility are the central categories that constitute the model of social policies based on social responsibility.
Introduction
Given the progress made in recent decades regarding the implementation of social policies, its importance for policy analysts has been clarified to some extent. But it has not yet been able to achieve its true place in policy-making and is referred to as the “missing link” in many countries, especially third world countries (Faliza & et al., 2019). Many of these countries are trapped in the cycle of traditional bureaucracy and authoritarian management system that stems from the old thinking of separation of administration from politics, and the implementation of social policy remains an unsolvable issue for them. Accordingly, most government programs in these countries face failure and frustration in the implementation stage (Alvani & Shalviri, 2016). In our country, although the extensive changes and political development process that have attracted the attention of the authorities in the last few years have partially closed the gap between those who formulate social policies, implementers of the system, and the general public, and important steps have been taken to reform and transform the administrative system; many policies, guidelines, and laws are still formulated and approved in a vacuum and sometimes far from the realities of society, which naturally leads to numerous problems in implementation and in the practical stage (Zainivand Moghadam et al., 2021). Undoubtedly, part of these damages are due to the failure to consider appropriate social and cultural development for the industrialization of oil-rich regions in the country, such as Kerman Province. Although some companies have taken a few steps in recent years, the companies' actions to end this situation have been insufficient, irresponsible, and late, and some of them have only taken initial steps (Zare Behnimiri et al., 2022). In these areas, in addition to the construction and expansion of its phases, it has caused the loss of people's sense of place in the villages, as well as the arrival of countless immigrants from all over the country to the region and the undesirable reception and accommodation methods in labor camps, the lack of healthy recreation, the distance of workers from their family environment, the multiculturalization of the environment, and the lack of adequate social control and supervision. Such issues have caused great harm to the people of local communities, and with many social and cultural issues such as social insecurity, the risk of contracting various diseases caused by biological contamination, and the uncontrolled entry and exit of workers who have suspicious interactions (Salari-Eskari & Shafiei, 2022). Therefore, the main question of this research is: What is the model for implementing social policies based on social responsibility in the National Iranian Copper Industries Company?
Theoretical Framework
Social Policy
Social policy is a set of interrelated decisions made by groups or social and political actors of organizations with the aim of achieving specific goals (Maadani et al., 2018).
Social Responsibility Corporate
Social responsibility means that organizations, in addition to carrying out economic activities and producing goods or services, must act in a way that contributes to the well-being and development of society and prevents social and environmental harm. This responsibility includes complying with laws, respecting employee rights, producing safe and quality products, protecting the environment, and participating in public benefit activities (Por hoseini & Farahbakht Fomani, 2024).
Pazhouhan et al. (2026) analyzed the mediating role of organizational ambidexterity in the effect of corporate social responsibility and knowledge management infrastructure on sustainable corporate performance. The research findings showed that the path coefficient of corporate social responsibility on organizational ambidexterity was 0.417, the path coefficient of knowledge management infrastructure on organizational ambidexterity was 0.379, the path coefficient of social responsibility on sustainable performance was 0.513, the path coefficient of knowledge management infrastructure on sustainable performance was 0.439, and the path coefficient of organizational ambidexterity on sustainable performance was 0.571, which were significant at the 95% confidence level. The results also showed that organizational ambidexterity can mediate the effect of social responsibility on sustainable performance by 0.751. In addition, organizational ambidexterity can mediate the effect of knowledge management infrastructure on sustainable performance. Accordingly, promoting an organizational culture that strengthens social and environmental values ​​and encourages employees to participate in corporate social responsibility programs will lead to sustainable company performance.
Akbari et al. (2023) investigated the prediction of consumer loyalty through the role of flow experience, perceived value, and corporate social responsibility. The results showed that attention, focus, and the concept of time have a significant effect on flow experience. Other results showed that flow experience, perceived value, and corporate social responsibility have a significant effect on consumer loyalty.
Research Methodology
The research method is fundamental-applicable in terms of its purpose, and mixed (qualitative-quantitative) in terms of implementation method and of exploratory type. The statistical population in the qualitative section includes 14 managers and experts in the field of social policy-making and social responsibility, faculty members, managers of the oil-rich areas company, selected purposefully; and in the quantitative section includes 191 managers and experts of the Iranian Copper Company who are experts in the field of corporate social responsibility and were selected by simple random sampling. The tool for collecting findings in the qualitative section is a semi-structured interview, and in the quantitative section is a researcher-made questionnaire.
Research findings
For data analysis in the qualitative section, based on the data-driven method, NVIVO version 11 software was applied; and in the quantitative section, SPSS and PLS software were applied. The results of the qualitative section showed that the extracted concepts included 89 open codes, 30 central codes, and 15 selected codes that constitute the model of social policies based on social responsibility in the National Iranian Copper Company. The results of the quantitative section show that the causal conditions of the model of implementing social policies based on social responsibility, the background factors affecting the model of implementing social policies based on social responsibility, the intervening conditions of social policies based on social responsibility, the consequences of the model of social policies based on social responsibility, and the strategies of social policies based on social responsibility are the central categories that constitute the model of social policies based on social responsibility.
Conclusion
The present study was conducted with the aim of an organizational policy model based on social responsibility in the oil-rich areas company. The results of this study are consistent with the results of Pazhouhan et al. (2026), Akbari et al. (2023), Kashanipour & Ghorbani (2022), Mighi fard (2021), Barshad et al. (2021), Behnam et al. (2021), Ramzan et al. (2021), Liua et al. (2021), and Svetlana et al. (2020). Barshad et al. (2021) showed that there is a negative and significant relationship between social responsibility and information asymmetry. Social responsibility performance, according to organizational policy, can reduce information asymmetry when information related to this performance of companies is made available to the market in some way (through the preparation and publication of social and environmental performance reports or through the announcement and publication of the score or rank of corporate social responsibility by financial institutions, etc.).
Based on the results, the following suggestions were made:
- Strengthening civil and local institutions and involving them in the company's missions and viewing them as strategic partners in achieving a common goal
- In order to meet social expectations from organizations and reduce information inequality, necessary and effective policies related to corporate social responsibility should be examined.

Abstract The present research aims to identify and prioritize the factors affecting the success and failure of platform ecosystems in technology companies. The research method is applied-developmental in terms of its objective, and exploratory mixed-methods (qualitative-quantitative) in nature. The statistical population includes 15 industry and academic experts in the qualitative section and 12 experts in the quantitative section. The data collection instrument is semi-structured interviews. For data analysis in the qualitative section, thematic analysis was conducted using MAXQDA 2024 software, and in the quantitative section, the factors were prioritized using the fuzzy Analytic Hierarchy Process (AHP). Sensitivity analysis using a four-scenario approach, along with Friedman and Spearman tests, was employed to confirm the robustness of the results. The qualitative results identified 36 open codes, 12 sub-themes, and ultimately 6 success factors and 6 failure factors. The quantitative results showed that the most important success factors are, respectively, “positive network effects” (weight 0.382), “transparent and fair governance” (0.245), and “effective management of complementors” (0.163). In contrast, the most important failure factors are “multi-homing migration” (0.351), “unsustainable revenue model” (0.228), and “reverse network effects” (0.175). The inconsistency ratios of the matrices (CR = 0.05 for success and CR = 0.07 for failure) indicate satisfactory reliability of judgments. A proposed three-layer integrated framework for success (foundational prerequisites, core drivers, sustaining factors) and failure (greatest threat, structural threats, contextual threats) was presented. Platform managers should prioritize strengthening positive network effects, governance transparency, and countering multi-homing migration.
Introduction
In recent years, the emergence and expansion of digital platforms have fundamentally transformed the landscape of technology businesses. Platform ecosystems, formed through dynamic interactions among different groups of actors (developers, suppliers, customers, and complementors), have become one of the pillars of the digital economy (Alt, 2022). Despite the remarkable success of some global platforms, many platform ecosystems in technology companies face a high failure rate, and only a limited number of them are able to sustain and scale (Fan et al., 2021). This issue is of particular importance in Iran due to the rapid growth of platforms such as Snapp, Digikala, Torob, and Albatros, coinciding with challenges of survival and sustainable profitability. According to industry reports, the customer churn rate in Iranian platforms is estimated at over 40% annually on average, indicating structural problems in governance, revenue, and user interaction models. Previous research in the field of platform ecosystems has primarily focused on aspects of architecture, governance, and competitive strategy (Engert et al., 2022). Some studies have addressed the role of complementors (Blasco-Arcas et al., 2020; Deilen & Wiesche, 2021), while others have emphasized the importance of platform leadership (Leong et al., 2019). In this regard, recent studies published in reputable domestic journals have emphasized the need to localize success and failure models in digital contexts. For example, Torkanloo et al. (2025), in a study titled “Increasing Purchase Intention in Chain Retail Stores Using an Integrated Channel Strategy,” demonstrated that customer experience and perceived risk play a decisive role in the success of digital channels. Additionally, Aalami et al. (2025), in designing a customer experience model in the retail industry with an emphasis on Generation 4.0, highlighted the importance of bilateral interactions and co-creation of value as the primary drivers of success.
In this context, the main research question is formulated as follows: How can the factors affecting the success and failure of platform ecosystems in technology companies be identified and prioritized?
Theoretical Framework
Platform Ecosystem
A platform ecosystem refers to a set of independent and semi-independent actors organized around a shared technological core (the platform) who, through repeated interactions, exchanges, and mutual collaboration, create value beyond the sum of the individual components. Unlike traditional hierarchical organizations, which are based on ownership and direct control, platform ecosystems operate through indirect orchestration and network governance (Kretschmer et al., 2022).
Rong et al. (2025) examined the all-in-one platform strategy, focusing on building a multi-product ecosystem to lock in users. The results showed that features such as the integration of diverse services, inter-product synergies, and centralized data management influence platforms’ ability to create sustainable user dependence and strengthen their competitive position in multi-sided markets by increasing switching costs and enhancing a unified user experience.
Schreieck et al. (2022) investigated the governance of platform ecosystems through inward and outward governance in traditional companies, using SAP as a case study. The findings indicated that factors such as managing conflicts between internal units, designing open application programming interfaces (APIs), and creating reward mechanisms for business partners, through their influence on platform governance structure, affect the success of leading firms in building innovation ecosystems and maintaining competitiveness in digital markets.
Research Methodology
The research method, in terms of objective, is applied-developmental, and in terms of nature, it is exploratory mixed-methods (qualitative-quantitative). The statistical population in the qualitative section consisted of 15 industry and academic experts, while in the quantitative section it included 12 experts. The data collection tool was semi-structured interviews.
Research Findings
For data analysis, thematic analysis was employed in the qualitative section using MAXQDA 2024 software. In the quantitative section, factors were prioritized using the fuzzy Analytic Hierarchy Process (AHP). Four-scenario sensitivity analysis, along with Friedman and Spearman tests, were used to confirm the robustness of the results.
The qualitative analysis revealed 36 open codes, 12 sub-themes, and ultimately identified 6 success factors and 6 failure factors.
The quantitative analysis indicated that the most significant success factors, in order of importance, are: “Positive network effects” (weight 0.382), “Transparent and fair governance” (0.245), “Effective management of complementors” (0.163). Conversely, the most critical failure factors identified are: “Multi-homing migration” (0.351), “Unsustainable revenue model” (0.228), “Reverse network effects” (0.175).
The matrix inconsistency ratios (CR=0.05 for success and CR=0.07 for failure) suggest a favorable reliability of the judgments.
A proposed three-layer integrated framework for success (foundational prerequisites, core drivers, sustaining factors) and failure (greatest threat, structural threats, contextual threats) was presented. Platform managers should prioritize strengthening positive network effects, governance transparency, and countering multi-homing migration.
Conclusion
The present research was conducted with the aim of identifying and prioritizing the factors affecting the success and failure of platform ecosystems in technology companies. The findings are consistent with the results of Zeng et al. (2025), Bontems & Chaves (2025), Tiwana & Konsynski (2024), Schreieck et al. (2024), Busalim et al. (2024), Hao & Fan (2026), Rong et al. (2025), Schreieck et al. (2022), Marković et al. (2022), Gawer (2022), Mirzaee Azandariani & Arya (2022), Jalali (2021), Kretschmer et al. (2022), and Calabrese et al. (2021). Specifically, Rong et al. (2025) demonstrated that features such as the integration of diverse services, inter-product synergy, and centralized data management—by increasing switching costs and enhancing a unified user experience—influence the ability of platforms to create sustainable dependence and stabilize their competitive position in multi-sided markets.
Based on the research findings, the following recommendations are proposed:

Strengthening positive network effects alongside managing reverse effects: Utilize loyalty mechanisms, quality ranking, and supply-demand balancing to prevent value degradation caused by network congestion.
Transforming governance transparency into a competitive advantage: Publicly declare transparent commission rules, fair pricing, and dispute resolution procedures, and institutionalize adherence to these standards.

Abstract The present study aims to design a competitive model for streaming platforms, specifically subscription-based video and audio services, with an emphasis on the future of media management. In terms of objective, the research is applied, and in terms of implementation, it is mixed-methods (qualitative-quantitative) with a sequential exploratory design. The qualitative population consists of 15 experts in media management in Iran. The quantitative population includes 378 active users of streaming services in Iran (Filimo, Namava, Shadava, and Beeptunes), and the sampling method used in this study was convenience sampling. The data collection instruments were semi-structured interviews and questionnaires. For data analysis, coding was used in the qualitative section, including three stages of basic, organizing, and overarching themes, supported by MAXQDA software. In the quantitative section, structural equation modeling with the partial least squares approach (PLS-SEM) was employed. The findings showed that three dominant competitive models include local exclusive content production, bundling with mobile operators, and a hybrid advertising-subscription model. The phenomenon of multi-homing was observed in more than three-quarters of users and showed a positive and significant correlation with churn rate. The PLS results indicated that bundling with operators has the greatest effect on reducing churn. The qualitative analysis identified seven main categories. The most likely future scenarios are platform consolidation and alliances, or the stabilization of existing platforms. It is concluded that media managers should adopt a combination of retention strategies and prepare themselves for managing integrated and large-scale platforms.
Introduction
The rapid growth of internet communication technologies has transformed the traditional structure of various industries, including media. In this context, subscription-based video and audio streaming services, by offering on-demand and personalized content, have changed audience consumption patterns from linear viewing to non-linear viewing (Aalami et al., 2025). This transformation has not only altered media consumption habits, but also posed a serious challenge to traditional business models based on television advertising and linear broadcasting. Platforms such as Netflix, Amazon Prime, and Disney Plus globally, and Filimo, Namava, Shadava, and Beeptunes in Iran, are examples of this paradigm shift. In this new model, users pay a monthly or annual fee to access a large content library, and platforms, instead of generating momentary ad-based revenue, seek stable and predictable income streams through subscriptions (Koul & Suresh Ambekar, 2020). However, this very feature, namely the ease of canceling subscriptions and the low cost of switching between platforms, has confronted media managers with a new strategic challenge: churn rate.
From an academic perspective, the literature on media management and platform economics in Iran requires localized models that reflect the unique characteristics of the domestic market, including the role of mobile operators as gateways for payment and distribution, the high prevalence of VPNs as a hidden competitor, and centralized regulation by SATRA. International studies, such as Tang and Wei (2023), have shown that media management strategies in Western and Eastern contexts differ due to cultural and regulatory differences; Netflix emphasizes global content production and simultaneous release across countries, while Chinese platforms such as Tencent Video focus on local content and adaptation to domestic policy. Therefore, the main research question is: How can a competitive model for streaming platforms, specifically subscription-based video and audio services, be designed with an emphasis on the future of media management?
Theoretical Framework
Streaming Platforms and Subscription-Based Services
Streaming platforms refer to digital environments that provide video and audio content directly via the internet, bypassing traditional broadcasting networks (cable, satellite). By leveraging subscription business models, these platforms have successfully transformed media consumption patterns from “linear viewing” to “on-demand viewing” (Steffiani & Irwansyah, 2021).
The Evolution of Media Management in the Platform Era
The emergence of global streaming platforms has shifted media management from the traditional model of “linear broadcasting and content scheduling” toward “algorithmic ecosystem management and audience engagement” (Khalafi et al., 2019). In this new landscape, media managers must grapple with four primary challenges: changing audience consumption habits (shifting from TV channels to on-demand platforms), competing with cross-border giants, the need for massive investment in exclusive content, and the integration of data-driven marketing strategies (Pandey et al., 2020).
Sarbakhsh et al. (2025) conducted research titled “Explaining the Content of Popular Animations on Streaming Media (A Study of Netflix, Amazon Prime, and Disney+ Works).” Their findings indicated that most Netflix animations center on female protagonists or women, often progressing without reliance on male characters. Amazon Prime productions continue to focus on older high-audience content within the themes of adolescence and maturity, while the newcomer Disney+, relying on the productions of its parent company (Disney), offers fragmented content in the form of spin-offs.
Cheng et al. (2025) conducted a study titled “Advanced Customer Churn Prediction for a Music Streaming Service via Enhanced Deep Learning.” The results showed that user behavioral characteristics (such as decreased engagement and changes in listening patterns) and user-experience-related features—by influencing loyalty indicators and perceived satisfaction—significantly impact consumers’ churn intention (service abandonment) in online streaming environments.
Research Methodology
In terms of its objective, this research is applied, and in terms of its execution method, it is mixed-methods (qualitative-quantitative) using a sequential exploratory design. The qualitative statistical population includes 15 experts in the field of media management in Iran. The quantitative population consists of 378 active users of streaming services in Iran (Filimo, Namava, Shadava, and Beeptunes), selected through convenience sampling. The research data collection tools include semi-structured interviews and questionnaires. Data analysis was conducted using coding (comprising three stages: basic, organizing, and overarching themes) with MAXQDA software in the qualitative section, and structural equation modeling with a partial least squares approach (PLS-SEM) in the quantitative section.
Research Methodology
The research method, in terms of its objective, is applied. In terms of execution, it is a mixed-methods (qualitative-quantitative) approach with a sequential exploratory design. The qualitative population includes 15 experts in the field of media management in Iran. The quantitative population comprises 378 active users of streaming services in Iran (Filimo, Namava, Shadava, Beeptunes), and the sampling method used was convenience sampling. The research data collection instruments were semi-structured interviews and questionnaires.
Research Findings
Data analysis was performed using coding (including three stages: basic, organizing, and overarching themes) with MAXQDA software in the qualitative section. In the quantitative section, structural equation modeling with the partial least squares (PLS-SEM) approach was utilized. The findings revealed three dominant competitive models: Production of exclusive local content, Bundling with mobile operators, A hybrid model of advertising and subscription.
The phenomenon of multi-homing was observed in over three-quarters of users and showed a significant positive correlation with churn rate. The PLS modeling results indicated that bundling with operators has the greatest impact on reducing churn. The qualitative analysis identified seven main categories. The most probable future scenarios involve the merger and alliance of platforms or the consolidation of existing platforms.
It is concluded that media managers should employ a combination of retention strategies and prepare themselves for managing integrated and large-scale platforms.
Conclusion
The present study was conducted with the objective of designing a competitive model for streaming platforms (subscription-based video and audio services) with an emphasis on the future of media management. The results of this research are consistent with those of Sarbakhsh et al. (2025), Cheng et al. (2025), Wu (2025), Benesbordi & Khalili (2024), Mohammadi et al. (2024), and Yahya Zadeh et al. (2023).
Specifically, Sarbakhsh et al. (2025) demonstrated that the majority of Netflix animations center on female protagonists or women, often progressing without reliance on male characters. Amazon Prime’s productions continue to focus on previously popular content within the themes of adolescence and maturity, while the newcomer Disney+—relying on the productions of its parent company, Disney—offers fragmented content in the form of spin-offs.
Based on the findings, the following recommendations are proposed:
1. Strategic Bundling: Establishing long-term exclusive contracts with mobile operators to reduce payment friction.
2. Data-Driven Customization: Investing in recommendation systems tailored to indigenous behavioral data.

Abstract The aim of this study is to explore artificial intelligence in the automotive industry through a bibliometric analysis, systematic review, and identification of future research horizons. In this research, 179 international articles indexed in the Web of Science and Scopus databases were analyzed. The methodology consisted of two stages: first, a bibliometric analysis was conducted by VOSviewer software to identify thematic clusters in the literature related to artificial intelligence and the automotive industry. Second, a qualitative systematic review was carried out to provide deeper insights into these clusters. The findings revealed a significant focus on autonomous vehicles, deep learning, and machine learning as key artificial intelligence technologies. Four thematic clusters were identified: AI-based automotive ecosystems, core AI technologies and security, connectivity and resource management, and advanced vehicle technologies. In particular; safety, resource optimization, and legal frameworks emerged as key areas within these clusters. This study identified four emerging research areas that will play important roles in shaping the future of artificial intelligence in the automotive industry and provide transformative opportunities to address existing knowledge gaps.
Introduction
The automotive industry, which stands at the forefront of technological revolution, is undergoing a profound transformation through the integration of artificial intelligence (AI) (Gao & Bian, 2021; Nascimento et al., 2020). The role of AI as a key driver of innovation, efficiency, and safety in this industry has become increasingly evident, as vehicles are no longer merely means of transportation but are evolving into intelligent entities capable of perception, decision‑making, and communication (Li et al., 2019). This transformation heralds a new era in the transportation sector in which AI‑enabled vehicles provide enhanced safety, improved efficiency, and superior user experiences (Demlehner et al., 2021; Naz et al., 2022).
The convergence of the automotive industry and artificial intelligence has led to the rapid expansion of AI‑based solutions and applications, including autonomous driving, predictive maintenance, and advanced driver‑assistance systems (ADAS) (Li et al., 2023). These innovations have significantly improved road safety, optimized energy consumption, and redefined transportation solutions (Banerjee et al., 2023; Mehta et al., 2024). The successful implementation of AI in this industry promises technological advancement, economic growth, environmental sustainability, and improved social welfare (Dumitrascu et al., 2023; Shahedi et al., 2023). From advanced driver‑assistance systems to in‑vehicle voice recognition technologies, AI‑driven technologies have enhanced vehicle performance, safety, and comfort (Mehta et al., 2024). Moreover, consumer expectations for AI‑enabled features in vehicles have increased, prompting automotive companies to invest more heavily in research and development (Demlehner et al., 2021). The market for artificial intelligence in the automotive industry continues to expand, reflecting the growing recognition of its transformative potential (Jain & P. Kulkarni, 2022).
Recent review studies have examined the use of artificial intelligence techniques, such as machine learning and deep learning, to address various challenges in the automotive industry. For instance, Damaj et al. (2021) focused on the application of AI in vehicle maintenance and diagnostics, proposing AI‑based models for fault detection, prediction of remaining useful life, and maintenance of automotive components.
Bibliometric analysis quantitatively maps publication trends and identifies key patterns and influential research areas, while systematic review provides a deeper examination of thematic clusters and conceptual developments (Van Eck & Waltman, 2017). This combined approach offers a more comprehensive understanding of the field and helps researchers and practitioners navigate the evolving landscape of artificial intelligence in the automotive industry more effectively. Therefore, the main research question of this study is: How can artificial intelligence in the automotive industry be explored through bibliometric analysis, systematic review, and the identification of future research horizons?
Theoretical Framework
Artificial Intelligence
Artificial intelligence enables the transformation of data into information, information into knowledge, and knowledge into intelligent action, thereby facilitating the development of decision‑support systems in conditions characterized by uncertainty and intense competition. From a theoretical perspective, artificial intelligence can be considered a strategic resource within the frameworks of the Resource‑Based View (RBV) and dynamic capabilities theory, through which organizations enhance their capacity for analysis, innovation, and responsiveness to environmental changes (Mahmood, 2023).
Hayatmehr et al. (2026) examined the impact of the application of artificial intelligence and intelligent learning on the strategic thinking skills and academic performance of management students, considering the moderating role of individual ethics. The results indicated that the use of artificial intelligence tools has a positive effect on strategic thinking (including systems thinking, creative thinking, future‑oriented thinking, and critical thinking), intelligent learning, and academic performance. The mediating role of strategic thinking—particularly critical thinking and future‑oriented thinking—was confirmed in the relationship between the use of artificial intelligence and academic performance, as well as between intelligent learning and academic performance. Furthermore, individual ethics not only positively influences intelligent learning but also plays a moderating role in the relationship between intelligent learning and strategic thinking (systems thinking, critical thinking, and future‑oriented thinking). This study provides novel insights into the application of artificial intelligence tools in developing strategic thinking skills and performance, offering valuable implications for researchers, managers, students, and organizations.
Zolghadr et al. (2025) investigated the development of a model for the application of artificial intelligence in the export of electronic industry products. The findings showed that all composite reliability indices were above 0.7 and the convergent validity values for most constructs exceeded 0.5. The results of the hypothesis testing also indicated that all relationships among the model’s constructs were fully supported at a significance level of p < 0.001. Moreover, to evaluate the overall model fit and measure the structural model, the Goodness‑of‑Fit (GoF) index was applied. The GoF value was reported as 0.815, indicating a strong model fit.
Research Methodology
In this study, 179 international articles indexed in the Web of Science and Scopus databases were analyzed. The research methodology consisted of two stages. First, a bibliometric analysis was conducted by VOS viewer software in order to identify thematic clusters within the literature related to artificial intelligence and the automotive industry. Subsequently, a qualitative systematic review was carried out to provide deeper insights into these identified clusters and to further interpret the main research trends and developments in this field.
Research Findings
To analyze the findings, VOS viewer software was employed to identify thematic clusters within the literature related to artificial intelligence and the automotive industry. The results revealed a significant concentration of research on autonomous vehicles, deep learning, and machine learning as core artificial intelligence technologies in the automotive domain.
Four major thematic clusters were identified:

AI‑based automotive ecosystems
Core AI technologies and security
Connectivity and resource management
Advanced vehicle technologies

Within these clusters, safety, resource optimization, and regulatory frameworks emerged as particularly prominent and influential areas. The findings indicate that research in this field is increasingly moving toward integrated, intelligent, and sustainable mobility systems.
Furthermore, the study identified four emerging research domains that are expected to play a critical role in shaping the future trajectory of artificial intelligence in the automotive industry. These areas provide transformative opportunities to address existing knowledge gaps and to advance both theoretical development and practical implementation in AI‑driven automotive systems.
Conclusion
The present study was conducted with the aim of exploring artificial intelligence in the automotive industry through a bibliometric analysis, systematic review, and identification of future research horizons. The findings are consistent with prior studies (Hayatmehr et al., 2026; Zolghadr et al., 2025; Ahmadi Alinoudehi et al., 2025; Heidariyan et al., 2025; Haghighi, 2024; Rahimi Klor et al., 2024; Hasan & Ojala, 2024; Akbari Emami et al., 2023; Etemadi et al., 2023; Neethirajan, 2023), confirming the expanding strategic role of artificial intelligence across industries.
In particular, Hasan and Ojala (2024) demonstrated that AI management contributes to improved resource reconfiguration, reduced transaction costs, and the advancement of global sustainable development. These findings reinforce the view that artificial intelligence is not merely a technological tool but a transformative strategic capability within the automotive ecosystem.
Moreover, legal concerns surrounding the development of AI‑driven vehicles require further scholarly attention. For instance, in the event that an autonomous vehicle causes an accident, critical questions arise regarding liability—whether it lies with the manufacturer, the software developer, or the vehicle owner. Existing legal frameworks may struggle to keep pace with rapid technological advancements. Given the diversity of regulatory systems across countries, this issue poses additional challenges for automotive companies operating in multiple jurisdictions. Therefore, aligning legal regulations with technological progress in the automotive industry represents a significant and promising avenue for future research.

Abstract Abstract The main goal of this study is to examine how organizations can use the experience of implementing pioneering projects to create a systematic ability to manage open innovation projects. The innovation process and then their development and commercialization have in the past been dependent on internal organizational intellectual resources. Today, the open innovation paradigm invites companies to use external ideas and technologies in their business and allows others to benefit from their innovative ideas. In the present study, the case study is the Iranian Electronics Industries Organization, which operates in the field of open innovation. In other words, in the past, it has moved from a closed innovation mode to an open innovation mode through activities. In this study, the impact of open innovation on the field of project knowledge management will be examined, with an emphasis on aspects of project risk management, project time management, project human resource management, and project relationship management. In order to collect information from members of the statistical community, including organization experts in the field related to innovation management, 15 people were purposefully selected and a researcher-made questionnaire was used. The resulting data were structurally analyzed using the MiqMaq software. According to the effective and effected plan in the structural analysis method, the variables of shortening product development time, enriching project evaluations with different aspects, inefficiency in production and distribution, misuse of the organization's intellectual and physical assets, and coordination problems were identified as strategic research variables that affect slower product development, faster market entry, and risk diversification as research outputs. Introduction Rapid technological change, increasing innovation costs, increasing competition in introducing new products and services, and shortening technology life cycles have led to an increased need for organizations to interact with their environment and stakeholders by opening up organizational boundaries to exchange innovative ideas (Khabaz et al., 2024). Henry Chesbro defines open innovation as follows: “Open innovation is a model based on the assumption that if an organization seeks to improve its technology level, it can and should use external technological ideas as well as internal ideas and use a variety of internal and external routes to the market (Bertello et al., 2024). “Closed innovation is the opposite of open innovation and considers success to depend on exercising control over the innovation process (Kanan et al., 2023). In closed innovation, all innovation activities are carried out within the company's boundaries and exclusively with internal resources (Ríos et al., 2024). However, due to the limited internal resources and the complexity of technology, closed innovation exposes the organization to numerous risks (Felin & Zenger, 2014). This study attempts to present a systematic structure for managing open innovation projects, and for this purpose, a four-stage process including closed mode, open drive, leading project, and project to the organization will be used. Given that the Iranian Electronics Industries Organization, as the research case, has had extensive activities regarding the decision-making requirements for communicating with its external environment and has communicated with the external environment to receive resources and information, the four-stage open innovation process will begin with the third stage, namely the leading project. For this purpose, the company's experiences in the two stages of closed mode and open drive that are already available will be used. The research project in question is innovation in the knowledge domain of project management (project communication management, project human resource management, project risk management, project time management). Accordingly, the research question is: how does open innovation affect the knowledge domain of project management? Theoretical foundations Open innovation Open innovation, as a key driver for organizational change, represents an efficient method for knowledge transfer and innovation at the organizational level and a necessary process for exploring the aforementioned opportunity by moving from closed to open systems and requires the development of organizational capabilities through specific processes (Andriyani et al., 2024). To ensure joint efforts for product development processes, the organization chooses co-creation, which can be examined from three perspectives (Wlazlak et al., 2018): (1) external innovation, (2) inside-out innovation, and (3) a hybrid approach to innovation. The relationship of these approaches can be understood through the creation of a knowledge base. The organization pursues a strategy that engages stakeholders to gain knowledge (Wlazlak et al., 2018). By using open innovation, the organization is moving towards shared products, shifting from individual to collective efforts to improve performance, and addressing potential risks associated with product development processes (Chang, 2019). Research Background Rezaei Sadrabadi et al. (2025) in their research entitled “Investigating the Effect of Open Enablers on the Agility of Selected Small and Medium-sized Enterprises in Yazd Industrial Park” have examined the role of open innovation, social capital, collaborative knowledge creation, and cooperation with foreign partners to increase agility in today's turbulent world, and finally, they have presented a new model for applying open agility enablers in selected small and medium-sized enterprises in Yazd Industrial Park. Khabaz et al. (2024) in their research entitled “Providing Effective Innovative Strategies in the Development of the Cosmetics and Health Products Industry with an Emphasis on International Entrepreneurship”, considering the importance of adopting new innovation strategies at the organizational level and moving away from the closed innovator, they have examined the strategies of aggressive innovation, technology absorption, pioneering innovator, and risk-taking innovator using thematic analysis and decomposition method. The results of their analysis show that innovative strategies of technology absorption will be of higher priority and risk-taking strategies will be of lower priority for an organization. Andriyani et al. (2024) in their study titled "Designing an Adaptive Innovation Model: Integrating Agile and Open Innovation in Regional Innovation", examined the open innovation framework from the perspective of three key organizational capabilities of knowledge absorption, sharing, and creation to enable efficient open innovation as key dimensions. The results of their study indicate that a company's open innovation capability can be defined as a dynamic ability to manage the knowledge base using input and output information flows and to transform internal and external knowledge and ideas into new products, services, processes, structures, and business solutions. Kanan et al. (2023) in their research entitled "Identifying the Components of the Open Innovation Maturity Model in Iranian Defense Industries Based on the Metasynthesis Method", used the metasynthesis method to identify key dimensions and components based on the targeted use of knowledge flows, in the form of ideas, science, or technology, in order to create value. Bauj Khushmian et al. (2022) in their research entitled "Presenting a Basic and Strategic Innovation Model in Petrochemical Design and Manufacturing Companies", presented a hybrid innovation model using a mixed research method and emphasized components such as revolutionary technologies, market innovation, innovation in human resource development and planning, the component of the birth of new industries, innovation in organizational processes and organizational structure, product innovation, and operational capability. Research Methodology The present research is of the applicable research type based on its purpose; and the type of research in terms of data collection is descriptive and survey-type. Also, in terms of method, the present study is a narrative study using event structure analysis, which is a network consisting of closed-mode, open-drive, lead project, and project-to-organization stages. The research stages include observing and collecting documents, constructing a narrative, semi-structured credit interviews, and a questionnaire, and analyzing the event structure. The sample members are 15 organization experts in the field related to innovation management and with more than 10 years of work experience. Structural analysis also seeks to determine key variables and the relationships between them, the steps of which include extracting variables, determining relationships between variables, and identifying key variables. Research findings The key results of the study indicate that based on the method of identifying strategic variables in the effective and effected map, with the organization focusing on implementing open innovation, these activities lead to reducing organizational costs, improving knowledge management and organizational culture, and filling internal knowledge gaps by collaborating with outsiders in the field of project management knowledge. The classification of variables based on the structural analysis method is: • Dichotomous variables: Shortening the product development time is the only dichotomous variable identified, which is the strategic variable. • Influential variables: Improving the organization's knowledge management, collaborating with customers and benefiting from their opinions, knowledge and information available in the organization, lack of coordination between partners' behavior and their interests, conflicting goals of open innovation, innovation during the process, increasing job satisfaction, choosing the wrong partner, leaving knowledge workers and joining a partner, inefficient allocation of resources, limiting the development of internal skills, filling internal knowledge gaps with collaboration and absorbing information from outside, lack of clear information about the market and customer needs, and improving culture. Planners are unable to apply changes to influential variables (environmental variables). • Independent variables: Coordination problems, misuse of the organization's intellectual and physical assets, better forecasting of developments, inefficiencies in production and distribution, complexities of cooperation, and enriching project assessments with different aspects. Independent variables have little influence and cannot be strategic. • Dependent variables: faster market entry, risk diversification, and slower product development Conclusion From the perspective of the general dimension of project management knowledge, the results of the present study show that open innovation processes, especially with inter-organizational collaborations and the use of external resources and knowledge, significantly affect the management of risk, time, communication, and human resources of the project. These findings are in line with the results of Audretsch & Belitski (2023). From the perspective of the key dimension of dichotomous variables, the findings presented by Sikandar & Abdul Kohar (2022) show that shortening the product development time can be the beating heart and key connecting point of the open innovation system, or in other words, the same dichotomous variable that is consistent with the results of the present study. From the perspective of the key dimension of influential variables, the findings presented by Almeida (2024) warn that failure to properly manage open innovation processes can lead to problems such as the departure of knowledge workers and limitations in the development of internal skills, which is also clearly stated in the present study. From the perspective of the key dimension of independent variables, according to the study results of Livieratos et al. (2022), choosing appropriate strategic partners and using external knowledge have an impact on improving product development time, which is also consistent with the findings of this study. On the other hand, existing analyses show that if open innovation is not implemented properly, it may lead to problems such as conflicting goals, increased complexity, and reduced productivity, which is similar to the result of Lazarenko (2019). From the perspective of the dependent variable, the results of the study conducted by Farjam et al. (2023) indicate that open innovation can lead to reduced project risks and increased speed to market. The results of the research indicate that if the organization communicates with the external environment to carry out its projects, the following set of scientific recommendations are provided to the organization in the field of risk management, human resources, time, and project communication: • Integrated management of innovation goals: Although open innovation and communication with the environment and external resources such as human, intellectual, and physical resources shorten the product development time, the organization must be careful in selecting the right organization to jointly implement its innovative activities. The discrepancy between the organization's innovation goals with each other causes problems in creating the necessary interdepartmental coordination and will not only shorten the product development time and rapid market entry and reduce risk, but will also increase costs, inefficient allocation of resources, and even stakeholder dissatisfaction. • Integrated management of the partner network: If the organization carries out its activities in cooperation with external factors, the evaluations of a project will be richer in various aspects. At this stage, choosing the right partner for the organization to implement its activities is important. If this choice is not correct, there will be no change in the knowledge and information available in the organization and the organization's internal knowledge gaps will not be filled properly. Also, evaluations of open innovation projects will not be done properly.

Abstract Abstract
This research aims to design a model for enhancing employee performance effectiveness based on cultural components in the digital age within the Mellal E-commerce and Information Technology Company. The current study adopts a qualitative approach, framed within an interpretive paradigm, utilizing the strategy of thematic analysis. The statistical population comprises 10 experts, including university management professors with at least ten years of relevant experience and profound knowledge of enhancing employee performance effectiveness based on cultural components in the digital age at Mellal E-commerce and Information Technology Company. These experts were selected through purposive sampling. The data collection instrument employed was semi-structured interviews. Thematic analysis was utilized for analyzing the findings. The research findings revealed 6 main themes (Digital Acceptance Culture, Ethical Leadership Style, Organizational Culture, Cultural Competence of Employees and Managers, Cultural and Managerial Accountability, and Cultural and Psychological Empowerment), and 33 organizing themes that influence the enhancement of employee performance effectiveness based on cultural components in the digital age at Mellal E-commerce and Information Technology Company. This study provides a framework for designing a qualitative model to enhance employee performance effectiveness based on cultural components in the digital age at Mellal E-commerce and Information Technology Company.
Introduction
Human capital is increasingly emphasized for growth, and enhancing the quality of the workforce is a fundamental way to improve productivity and accelerate economic growth. In other words, human resources are the most crucial factor influencing productivity. Humans play a significant role as the basic foundation for organizational development by participating in group and organizational activities. Today, the growth and development of organizations depend on the effective utilization of human resources. Management theorists consider human to be complex phenomenon and a powerful tool for organizational change (Torabi et al., 2022).
Organizations, regardless of their mission, must dedicate the most significant portion of their capital, time, and planning to human resource development, ensuring all employees are prepared in various dimensions to create, nurture, and apply individual, group, and organizational productivity. Therefore, an organization’s success in achieving its goals depends on an effective blend of human and material resources. In recent decades, human resources have been paid substantial attention as the largest and most important capital and asset of an organization (Maroufi & Alimoradi, 2015).
One of the company’s strategies to increase employee productivity and achieve maximum performance is by offering incentives, including financial ones. Incentives are a form of monetary appreciation by company leaders, aimed at motivating employees to excel (Ichdan et al., 2021). Productivity is the relationship between the output achieved and the resources used in performing a specific activity. Employee work productivity is not achieved automatically; rather, employees must strive to meet the company’s expectations for the work performed, and fulfill what is received from them. In the past, it was believed that physical and material assets were the primary drivers of national progress, and the scarcity of these resources was considered the cause of underdevelopment in developing countries. Consequently, these nations pursued material capital, leading to increased dependency and the degradation of their economic, political, and cultural foundations. It is now understood that sustainable development hinges on the existence of strong and efficient administrative institutions possessing specialized human capital. In this context, the present research seeks to present a qualitative model for enhancing employee performance effectiveness based on cultural components in the digital age at Mellal E-commerce and Information Technology Company. Therefore, an attempt will be made to answer the question: How can the predictive model of the impact of human resource innovations on organizational performance be analyzed from a futures studies perspective?
Theoretical Framework
Enhancing Employee Performance Effectiveness
An organization requires human resource management as a performance system to achieve its objectives. This transforms human resource performance management into one of the critical indicators for effectively and efficiently reaching organizational goals (Kertiriasih et al., 2018). Human resource management plays a vital role in shaping intended policies within any organization and must guide employees toward organizational objectives (Shaban, 2019). Several reasons contribute to performance effectiveness, benefiting organizations, managers, and employees alike. Employees are encouraged and motivated when their good work is recognized. This boosts their morale, leading them to perform better, and employees desire to be authenticate and feel valued. This fulfills a fundamental human need and motivates them (Govender & Bussin, 2020).
The Digital Age
Digital transformation has become a critical component in the national sustainable development of many countries in the third millennium. Governments are striving to establish e-governance and reform traditional bureaucracies. E-governance, by improving efficiency and effectiveness in public services, creates the conditions for expanding services to citizens, increasing public participation, and strengthening democracy. Therefore, digital governance holds significant importance at the macro level for governments. Leading organizations have also prioritized technology-based reforms, with a special focus on the digital community within the organizational sector. Digital transformation is a complex, multifaceted process that involves fundamental changes in how organizations and society work, think, and utilize technology (Kivanc Bozkus, 2023).
Bagheri (2025) examined the relationship between organizational culture and inspection effectiveness in municipal devices. The findings indicated that strengthening an appropriate organizational culture through continuous training, enhancing team spirit, and establishing incentive mechanisms can serve as an effective strategy for improving inspection effectiveness and complaint response.
Mirtajadini et al. (2025) investigated the provision of a model for employee job performance quality based on factors of job attachment and positive behavior. The results showed a significant relationship between job attachment and positive behavior with the manner and quality of job task execution by employees. There is a significant relationship between job attachment and positive behavior with the level of employee commitment to work and responsibility. Furthermore, there is a significant relationship between job attachment and positive behavior with the extent of employees’ efforts towards achieving organizational goals.
Research Methodology
The present research adopts a qualitative approach, operating within the interpretive paradigm and utilizing the strategy of thematic analysis. The statistical population of this study comprises 10 experts, including university management professors with at least ten years of relevant experience and a deep understanding of enhancing employee performance effectiveness based on cultural components in the digital age at Mellal E-commerce and Information Technology Company. These participants were selected using purposeful sampling. The data collection instrument employed is semi-structured interviews.
Research Findings
Thematic analysis was employed to analyze the findings. The results of the present research revealed six main themes: (Digital Acceptance Culture, Ethical Leadership Style, Organizational Culture, Cultural Competence of Employees and Managers, Cultural and Managerial Responsibility, and Cultural and Psychological Empowerment). Additionally, 33 organizing themes were identified, all of which influence the enhancement of employee performance effectiveness based on cultural components in the digital age at Mellal E-commerce and Information Technology Company. This research aims to contribute by presenting a framework for designing a qualitative model for improving employee performance effectiveness based on cultural components in the digital age at Mellal E-commerce and Information Technology Company.
Conclusion
The present research was conducted with the aim of designing a model for enhancing employee performance effectiveness based on cultural components in the digital age at Mellal E-commerce and Information Technology Company. The results of this study are consistent with the findings of the following research: Bagheri (2025), Mirtajadini et al. (2025), Namvar Hamzanloui et al. (2025), Pourhassan Harzandi et al. (2025), Stoudeh (2024), Abidi et al. (2024), Hassanvand et al. (2024), Abdollahzadeh Namini et al. (2024), Karimi (2024), Sokura (2024), Jou et al. (2024), Sana (2023), Hosseini Rad (2023), Raisi Nafchi & Zal (2023), and Khalil et al. (2022). Bagheri (2025) demonstrated that strengthening an appropriate organizational culture through continuous training, enhancing team spirit, and establishing incentive mechanisms can be an effective strategy for improving inspection effectiveness and responding to complaints.
Based on the research findings, the following suggestions are presented:
Updating organizational culture with a focus on trust, learning, and digital participation will increase employee motivation and effectiveness. Therefore, it is recommended that digital communication skills, including respect, active listening, and effective messaging, be taught to prevent misunderstandings. Additionally, formal and informal channels for open dialogue with management should be established.

Abstract Abstract The aim of the present study is to design a model for developing life insurance culture in Iran. The research method is applicable in terms of its purpose, and mixed (qualitative-quantitative) in terms of its implementation method. The statistical population of the qualitative part of the study includes 17 experts who were selected through purposive sampling. The statistical population in the quantitative part includes employees of insurance companies in the country, which was considered to be 411 people according to the Cochran formula. Data collection in the qualitative part was carried out through semi-structured interviews, and in the quantitative part through questionnaires. In analyzing the data in the qualitative part, an interpretive paradigm based on the content analysis strategy was used, and in the quantitative part, SPSS and Lisrel software were used. The results of the study showed that the significance of the obtained coefficients and parameters of the dimensions of the model for developing a life insurance culture in Iran showed that all the obtained coefficients are significant. This study provides a framework for designing a qualitative model of the development of life insurance culture in Iran. Introduction The rapid changes and transformations occurring in people's lives have exposed them to numerous risks such as loss of property and assets, physical injury in the workplace, disability, disability, and death. Today, various types of insurance coverage have been developed to reduce the many risks that people face. Life insurance is known as the most effective and acceptable tool in many countries around the world to reduce the adverse effects of accidents (Hghighi et al., 2015). Insurance companies are organizations that reduce the consequences of various risks for individuals and institutions and transfer funds consisting of premiums paid by insured persons to different markets in exchange for the services they provide. Insurance is defined as the minimization of risks by transferring them in exchange for a certain premium in order to protect against the economic consequences of events that cause damage and loss of income under certain conditions. Insurance takes precautionary measures in advance against losses and damages caused by anticipated risks. The insurance industry plays a key role in the development of capital markets, which ensure the flow of funds to the economy as well as its healthy and sustainable growth. In this context; investment funds, portfolio management companies, as well as private pension funds and life insurance companies from private pensions, are among the most important institutional investors (Sharma & Sood, 2022). Life insurance is considered a kind of indicator of futurism with a quality and developable life approach in developed societies. The development of insurance culture, especially life insurance, will provide the future of every human being with security and peace of mind and will ensure the hope of a quality life within the individual. Life insurance accounts for more than 58% of the world's insurance portfolio and reaches over 70% in some Southeast Asian countries. This figure is less than 10% of the insurance industry portfolio in Iran (Riahifar, 2016). On the other hand, price competition has also lost its meaning, and instead of competing on price, insurance companies are thinking about maintaining and promoting customer loyalty as a new tool in marketing. In the concept of marketing, it is believed that achieving organizational goals depends on defining and determining the needs and demands of target markets and ensuring their satisfaction should be more desirable and effective than other competitors. In today's world, companies that satisfy their customers more will be successful. Companies that do not simply seek short-term sales and focus on achieving long-term customer satisfaction by providing superior and distinctive insurance services can achieve more profitability. Therefore, in this market, customers expect insurance companies to provide the most value with the lowest premium (Eckert et al., 2022). The main issue of this research is: what is the pattern of development of life insurance culture in Iran?  Theoretical framework Development of insurance culture The insurance industry is a set that is in contact and interaction with the non-insurance environment outside the insurance industry; including the political, economic, and socio-cultural environments. Therefore, the culture and overall strategic direction of the insurance business must be integrated in a way that can create a superior brand and services for stakeholders. In this regard, the social culture of the society is an influential factor; understanding its priorities, extracting standards and indicators related to it, and familiarizing with the path of its dominant cultural approaches leads to the excellence and mutual effectiveness of the insurance industry's service capacity and the prosperity of this industry's business (Asadi & Hedayati Biland, 2019). Farajzadeh et al. (2025) have conducted a study entitled “Designing and Explaining Factors Affecting the Development Model of Life Insurance Sales in the Iranian Economy”. The findings indicate that individual factors have the greatest impact on the demand side, insurance factors affect the supply side, and macroeconomic conditions affect both sides. Hosseinzadeh et al. (2025) have conducted a study entitled “Identifying and Analyzing Drivers Affecting the Insurance Industry”. Based on the research findings, several practical suggestions were presented to exploit the upcoming opportunities and deal with possible challenges. These suggestions include: developing platforms for joint cooperation between traditional insurance companies and insurtechs to promote innovation and agility, investing effectively in information technology infrastructure and advanced data analysis, formulating and implementing educational policies to improve the digital literacy of policyholders and employees, and reviewing laws and regulations in a way that supports technological innovations while also protecting the rights and interests of policyholders.  Research Methodology The research method is applicable in terms of its purpose, and mixed (qualitative-quantitative) in terms of its implementation method. The statistical population of the research in the qualitative section includes 17 experts selected by purposive sampling. The statistical population in the quantitative section includes employees of insurance companies in the country, which was considered to be 411 people according to the Cochran formula. Data collection in the qualitative section was carried out through semi-structured interviews and in the quantitative section through questionnaires. Research findings In analyzing the qualitative data in the form of an interpretive paradigm based on the content analysis strategy, and in the quantitative part, SPSS and Lisrel software were used. The results of the research showed that the significance of the coefficients and parameters obtained for the dimensions of the life insurance culture development model in Iran showed that all the obtained coefficients are significant. This research helps by providing a framework for designing a qualitative model of the life insurance culture development model in Iran.  Conclusion The present research was conducted with the aim of designing life insurance culture development model in Iran. The results of this study are consistent with the results of Farajzadeh et al. (2025), Hosseinzadeh et al. (2025), Ekhtiari & Naseri Borujeni (2025), Ghanbarzadeh & Fathi (2025), Saeedi (2023), Shahabadi et al. (2021), Chen (2021), Ravi & Varshney & Manoj (2020), Canh & Wongchoti & Thanh (2020), Leiria & Matos & Rebelo (2020), Ning (2019), Cheng & Yu (2019), and Stahl & Andersson (2018). Ekhtiari & Naseri Borujeni (2025) showed that several factors at the macroeconomic, institutional, insurance industry, socio-cultural and technological levels have affected the sales of life insurance in Iran. Factors such as economic fluctuations and high inflation, instability caused by sanctions, weakness in the marketing and sales system, inadequacy of products tailored to customer needs, low level of insurance awareness and culture, and infrastructure challenges in the field of information technology have been among the most important obstacles to growth. Based on the present study, the following suggestion is made: It is suggested to increase awareness about the importance of the role and position of life insurance among both policyholders and insured. This awareness can be in the form of effective advertising and education in schools and universities.

Abstract The present study aimed to examine sustainable supply chain management in rural cooperatives: a novel approach based on digital transformation. This research was applied in nature and conducted using a cross-sectional survey method. In terms of implementation, it employed a mixed-methods approach (qualitative-quantitative) and was based on grounded theory. The statistical population of the study consisted of 16 managers and members of rural cooperatives in Lorestan Province. The data collection tool was a semi-structured interview, and interviews continued until theoretical saturation was reached. In the qualitative phase, data were analyzed using the fuzzy Delphi method, and in the quantitative phase, Interpretive Structural Modeling (ISM), Excel, and MICMAC were used.The findings indicated that the use of digital technologies can increase transparency, reduce costs, and improve the level of supply chain sustainability. In addition, challenges such as the high cost of implementing digital technologies, insufficient familiarity of managers with digital tools, and resistance to change were identified as some of the barriers to the successful implementation of this approach in rural cooperatives. The results also showed that information technology infrastructure, government support for technology and digitalization, access to sustainable financial resources, and digital technological capabilities had the greatest indirect influence. Among all factors, reducing environmental impacts in the supply process and improving quality of life and employment in rural areas had the greatest level of dependence.

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. 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 present study was conducted with the aim of identifying and analyzing the challenges, strategies, and goals of customer relationship management in Golgohar Mining and Industrial Company. A systematic review of scientific sources, a review of organizational documents, and interviews with experts were used to identify challenges and obstacles to customer relationship. Then, the experts' views and scientific content analysis were used again, to extract strategies to remove obstacles. In the next step, in addition to the experts' opinions and literature review, the company's strategy map based on the balanced scorecard approach was used to determine the goals of customer relationship management. The statistical population consisted of 15 sales and marketing experts; and the data was analyzed using thematic analysis approach. MaxQuda software was used to organize, code, and qualitatively analyze the data. The findings showed that 18 challenges in customer relationship were identified and a corresponding strategy was formulated for each. Also, 11 key goals for the development of customer relationship management were extracted. The results of the study provide practical guidance for managers of Golgohar and similar organizations to better understand the barriers, design effective strategies, and focus on strategic goals, and develop and implement more efficient plans for the development and implementation of customer relationship management.
Introduction
Statistics show that businesses that use effective customer relationship management strategies have significant improvements in customer satisfaction and loyalty, profitability, and operational efficiency (Singh & Rana, 2023). Customer relationship management is a process for attracting, retaining, and increasing customer lifetime value and is a combination of technology and organizational culture to improve the customer experience (Li et al., 2024). The advancement of technologies such as artificial intelligence, machine learning, and predictive analytics has enabled organizations to better analyze customer behavior and personalize services (Chen et al., 2024). The importance of customer relationship management has increased in recent decades, and businesses are forced to use it to maintain a competitive advantage (Irawan & Sukiyono, 2021). In this regard, the present study is conducted within the framework of operational planning for the development of a customer relationship management strategy and according to the Golgohar 2031 strategy map so that the organization can increase customer satisfaction and sustainable profitability through customer-oriented marketing solutions. Therefore, the main research question is: What are the challenges, strategies to overcome them, and development goals of customer relationship management in Golgohar Mining and Industrial Company?
Theoretical foundations:
Customer relationship management is a set of strategies, processes, and technologies that are used to create, maintain, and strengthen long-term relationships with target customers. These relationships are based on collecting data from customer interactions, analyzing them, and personalizing responses across multiple channels to increase customer and organizational satisfaction, loyalty, and economic value (Nilashi et al., 2023; Taherdoost, 2023). In other words, it is a set of actions that a business takes to identify, validate, acquire, develop, maintain, and increase customer profitability and loyalty by providing the right products and services, at the right time, to the right customers, through the right communication channel, at the right cost (Mir Jalali et al., 2025).
Research Background
Hanaysha, J. R. & Al-Shaikh (2022) in a study titled Investigating the Effect of Customer Relationship Management Dimensions on Employee-Based Brand Equity in the Saudi Internet Taxi Industry, data collected from 164 employees were analyzed using covariance-based structural equation modeling. The results showed that customer relationship management generally has a positive effect on employee-based brand equity, and in particular, knowledge management and customer orientation play the most important role.
Al-Gasawneh et al. (2021) in a study on the impact of customer relationship management dimensions on marketing performance with the mediating role of service quality (Servoqual model), by distributing a Likert questionnaire among 212 hotel managers in Jordan and analyzing structural equations, it was determined that four key dimensions of customer relationship management (focus on key customers, company, knowledge management, and technology) enhance the successful implementation of customer relationship management in hotels. Also, the mediating role of service quality was confirmed.
Research Methodology
This qualitative and exploratory research was conducted with the aim of identifying challenges and obstacles to customer relationship management, providing strategies to overcome them, and determining development goals in Golgohar Mining and Industrial Company. The statistical population consisted of 15 experts in the field of sales and marketing, selected purposefully. Data were collected through a systematic literature review, reviewing internal documents and documentation, and conducting semi-structured interviews and analyzed using a content analysis approach; thus, after initial coding, themes were extracted, reviewed, integrated, and finalized. The research process was carried out in five steps, including designing a framework, collecting data, analyzing the content, identifying challenges, strategies, and development goals, and finally consolidating the results through triangulation and expert review.
Research Findings
In this study, semi-structured interviews were conducted with 15 experts in the field of sales and customer relations, and by using thematic analysis, 50 conceptual codes were extracted, and finally 18 sub-themes and 6 main themes related to the challenges and obstacles of customer relationship management were identified. A mixed-methods approach was used to extract strategies and solutions to overcome these obstacles. Also, group meetings were held with experts and the data was reviewed in several stages, based on which 52 conceptual codes and 18 localized and applicable solutions were identified. Next, the process of identifying the development goals of customer relationship management was carried out using three complementary sources, including Golgohar's strategy map based on the balanced scorecard, a systematic review of Scopus database resources (2016-2025), and the company's internal documents. The results of this review showed that three scientific articles were related to development goals in the mining industry and provided a basis for aligning the company's goals with international studies. Finally, 11 development goals were selected from 53 conceptual codes by screening experts. All content analysis and data processing of experts were conducted through interviews and using MaxQuda software.
Discussion and Conclusion
Customer relationship management is a strategic approach to improving experience, satisfaction, loyalty, and profitability. This study aimed to identify challenges, provide strategies and solutions to overcome obstacles, and determine development goals in Golgohar Mining and Industrial Company. The study method was based on content analysis and a combination of three complementary data sources: analysis of the strategy map based on the balanced scorecard, systematic review Scopus sources and collection of expert opinions and internal documents. The results showed that there are 18 key challenges in the field of customer relationship management, which include a range of topics from human resources to customer service and experience. To overcome these challenges, 18 operational solutions were proposed, including specialized training, the establishment of integrated customer relationship management systems, the creation of a management dashboard, and the design of loyalty incentives, etc. Also, by combining scientific and local evidence, 11 development goals for customer relationship management for the future of the company were determined. Comparison with previous studies showed that the findings on skill challenges, weak information infrastructure, and the importance of digital technologies are in line with the literature. The main difference of this research is the focus on the mining and steel industry and the presentation of a three-level local model of "challenge-strategy-goals". In the end, a set of practical suggestions for training, the establishment of integrated systems, strengthening customer loyalty, and implementation management were presented. 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 present study sought to investigate the role of entrepreneurial marketing in the development of the tourism industry. The research method is applicable in terms of its purpose, quantitative in terms of its implementation method, and descriptive-correlational in terms of its nature and method. A standard questionnaire based on a 5-point Likert scale was used to collect research data. The content validity of the tool was confirmed by specialists and experts, and Cronbach's alpha and composite reliability were used to measure the reliability of the tool. By distributing the questionnaire, the validity of the tool was measured with three methods: construct validity (external model), convergent validity (AVE), and divergent validity. The AVE value for all variables should be greater than 0.5. SPSS and PLS software were used to analyze the data. The results of structural equation modeling with SmartPL software showed that entrepreneurial marketing of health tourism is influenced by human factors, innovation, and government support, and has a significant impact on economic and social strategies and outcomes. Implementing innovative strategies improves the tourist experience and develops cooperation between healthcare and tourism centers. This study shows the importance of innovative management and the use of new technologies for the sustainable development of health tourism. In addition, the overall model fitting results showed that the obtained model had appropriate validity, reliability, and credibility.
Introduction
The tourism industry is one of the most important economic and cultural resources of countries and plays a key role in sustainable development, job creation, and increasing foreign exchange earnings (Rajabi et al., 2024). Tourism can contribute to economic and social growth by creating direct and indirect job opportunities, strengthening infrastructure, and developing less-developed areas (Lovafan et al., 2022). In Iran, despite its natural, historical, and cultural diversity, there are potential capacities for tourism development, the use of which requires careful planning and targeted policymaking (qiu et al., 2021).
Health tourism, as one of the booming and growing branches of tourism, has gained special importance. The combination of medical services with natural and cultural attractions has made Iran one of the potential health tourism destinations in the region. In addition to generating income, this type of tourism improves the quality of medical services, creates jobs, and promotes balanced development of different regions, and provides new economic opportunities for the private and public sectors (Tash & Amiri Sardari, 2023).
Entrepreneurial marketing, as a new approach to marketing management, is a combination of entrepreneurial thinking and traditional marketing principles. This approach emphasizes creativity, innovation, risk-taking, and opportunism and helps organizations remain competitive in dynamic markets. In the tourism industry, entrepreneurial marketing provides the opportunity to provide differentiated services and products, attract tourists, and create new experiences (Salami et al., 2023). Entrepreneurial marketing, relying on innovation, creativity, and the use of new market opportunities, can play a key role in the development of the health tourism industry (Mansoori et al., 2024). By focusing on accurately understanding the needs of the target market and utilizing new advertising and digital techniques, this type of marketing can help identify and introduce unique health services in health tourism destinations. In addition, entrepreneurial marketing leads to the formation of a coordinated and integrated ecosystem to attract health tourists by encouraging cooperation between different sectors such as medical centers, travel agencies, and governments. Also, by using innovative approaches, entrepreneurial marketing can help identify new markets and develop unique strategies to attract target audiences globally (Darwazeh, Clarke & Wilson, 2021). In countries like Iran, which have good medical infrastructure in many areas such as dentistry, cosmetic surgery, infertility treatment, and traditional medicine, health tourism can be considered a valuable economic opportunity to attract foreign exchange earnings and create employment. However, to exploit these opportunities, there is a need for precise and entrepreneurial marketing strategies that are specifically dedicated to this industry (Jabari Nezhad esfahlan, Divsalar & Hoseini Ghoncheh, 2022). Currently, despite the high therapeutic capacities, the marketing of the health tourism industry in Iran is still in its infancy, and many private medical centers and hospitals have not been able to effectively use this potential. This is especially noticeable compared to competing countries that use advanced marketing strategies to attract health tourists. Another challenge is the lack of accurate knowledge of the characteristics of the target market in the health tourism industry. This market, unlike traditional tourism markets, pays special attention to the specific needs of individuals and health services tailored to those needs. Therefore, designing a marketing model that can accurately identify the needs and preferences of the target market is of particular importance (Tash & Amiri Sardari, 2023). Therefore, the main question of the present research is: what is the role of entrepreneurial marketing in the development of the tourism industry?
Theoretical foundations
Health tourism
Health tourism is a set of activities in which people travel to a destination other than their place of residence to improve their physical and mental health, receive medical, rehabilitation, prevention or health care services. This type of tourism is a combination of medical, care and recreational services and, due to its overlap with other tourism sectors such as nature tourism, cultural and accommodation, has extensive economic and social potential (Shafiei & et al, 2021).
Research background
Khakzadian (2025) studied “Explanation of local and cultural characteristics of Mazandaran province on the formation and continuation of hybrid entrepreneurship”. The qualitative and phenomenological research approach was chosen using the Claise method. The results show that the combination of cultural, geographical and climatic characteristics of the region, as well as the role of local networks and support structures, provides a suitable platform for the formation and continuation of hybrid entrepreneurship in Mazandaran.
Yahyazadeh et al. (2023) studied “Presenting a tourism industry development model with an emphasis on the role of media management with a mixed approach”, in this study a mixed approach (qualitative-quantitative) was used. The results showed that advertising, service quality, policy-making, participation of local people, tourism culture, appropriate exploitation of the environment, income generation in the tourism destination and infrastructure facilities were identified as the main components that affect the tourism industry.
Research methodology
This research is applicable in terms of purpose and descriptive-correlational in terms of method. The population of the present study includes all hospital visitors (including patients and their companions). Given the unlimited size of the population, the sample size was determined to be 384 people and four cities including Shiraz, Rasht, Tehran, and Isfahan were selected. The researcher was assigned to Milad and Pars hospitals in Tehran, Namaz and Dr. Shariati hospitals in Shiraz, Fayyaz Bakhsh, Imam Khomeini hospitals in Isfahan, and Ghaem (A.J.) and Golsar hospitals in Rasht. An equal number of 48 questionnaires were distributed to each hospital. The findings from the Cronbach's alpha test and composite reliability to measure the reliability of the research instrument are reported in Table 2. To examine the validity of the instrument, content validity (expert opinion) was used and its validity was confirmed. Then, by distributing the questionnaire, the validity of the instrument was measured with three methods: construct validity (external model), convergent validity (AVE), and divergent validity. The AVE value for all research variables must be greater than 0.5. In order to test the research hypotheses, structural equation modeling was used in the context of smart pls2 statistical software.
Research findings
The findings showed that human factors and skills, innovation in services, infrastructure and government support play an important role in the formation of entrepreneurial marketing in health tourism, and this phenomenon has a significant impact on development strategies and economic, social and cultural consequences of the industry. Also, strategies based on entrepreneurial marketing improve customer experience, attract investment and strengthen cooperation between medical centers and tourism. These results are in line with previous domestic and international research and emphasize the importance of innovative management and the use of new technologies in the development of health tourism.
Discussion and Conclusion
The research findings showed that a set of human and specialized factors play the greatest role in the formation of entrepreneurial marketing in health tourism. The expertise and experience of doctors, the communication skills of employees, the quality of customer-oriented services, and innovation in providing medical services strengthen the understanding and trust of health tourists and provide a suitable platform for entrepreneurial marketing. These results are in line with the studies of Shafei et al. (2021), who emphasized that human resource capabilities and service quality are the most important factors in attracting health tourists in Iran. Also, the studies of Kaewman et al. (2018) show that innovation and expertise are the determining factors for tourists. Therefore, it can be concluded that human factors and innovation are the basis for the development of entrepreneurial marketing in the health tourism industry and their importance has been confirmed globally.
The results show that entrepreneurial marketing, as the main phenomenon of the research, is the main driver of the success of health tourism attraction strategies. The use of creativity, digital technologies, social networks and distinctive branding increases the attractiveness of health services and differentiates the destination in the competitive health tourism market. These findings are consistent with the research of Daraie et al. (2023) which shows that innovative and digital marketing increases the effectiveness of health tourism programs. Also, the studies of Mansoori et al. (2024) emphasize that the application of new technologies and entrepreneurial marketing increases competitiveness and international market development. As a result, entrepreneurial marketing plays a key role in creating value, developing the market and attracting health tourists and can create a sustainable competitive advantage for medical destinations. The findings showed that cultural and social factors play an important intervening role in the implementation of entrepreneurial marketing strategies. The attitude of the host community, the level of public awareness towards health tourism and the level of acceptance of new treatment methods can facilitate or limit the implementation of marketing programs. The study of Hosseini et al in Iran also emphasizes that a positive attitude and community awareness are prerequisites for the success of health tourism. Studies by Kaewman et al. (2018) show that cultural differences and social acceptance are determining factors for the success of health tourism destinations. Therefore, it can be concluded that without cultural support and community awareness, marketing strategies, even if innovative, will not achieve the desired results.
The results showed that the existence of appropriate physical and medical infrastructure, standard accommodation facilities, appropriate transportation and financial support and government policy play a fundamental role in the success of entrepreneurial marketing. Studies by Wang et al. (2023) have also shown that infrastructure and government support are the most important requirements for the development of health tourism. Kaewman et al. (2018) also shows that smart government policymaking and the development of standard infrastructure directly attract health tourists and increase industry productivity.
Therefore, the conclusion is that marketing strategies cannot be effective without adequate infrastructure and strengthening environmental conditions is the basis for the development of this industry.
The results show that the implementation of entrepreneurial marketing strategies has wide-ranging consequences at the economic, social and cultural levels. The use of creativity, innovative service design and correct branding, in addition to increasing tourist attraction, creates jobs, boosts related businesses and improves the quality of health services. Robina-Ramírez et al. (2022) studies have also emphasized the role of these strategies in economic development and improving the quality of services. Kaewman et al. (2018) studies also show that innovative marketing increases cultural interaction, sustainable development and improve of the quality of health services in health tourism destinations. Therefore, entrepreneurial marketing strategies act as a bridge between therapeutic capacities and international markets and play a key role in the sustainable growth of the industry. 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 purpose of the present study is the Network Analysis Process (DANP) Sustainable Development Model Based on Quantum Management Approach. The research method is applicable-developmental in terms of its purpose, descriptive in terms of data collection, and quantitative in terms of implementation method. The statistical population of the study includes 10 municipal managers with at least 20 years of experience and their field of specialization is urban management, selected through purposive sampling. To collect data for the DEMETL section and the network analysis process for prioritizing variables, a standardized AHP paired comparison questionnaire was used and distributed to the statistical population of the study and, after completion, collected and analyzed. The DENP method (a combination of DEMETL and the Analytic Network Process (ANP)) was used to prioritize the effective factors. The results showed that urban infrastructure development, self-organization, urban governance and legislation, quantum knowledge, improving the quality of life, economic infrastructure development, social justice and participation, and improving environmental quality are in the first to eighth priority, respectively.
Introduction
The success of today's organizations depends on correct and efficient leadership that relies on influencing, guiding, directing, and streamlining the organization's activities, and the beliefs and convictions of employees. Quantum management, influenced by the quantum paradigm, has unique features that can meet the needs of leaders and organizations, especially government organizations, in today's ambiguous, uncertain, and rapidly changing conditions in order to achieve goals and organizational excellence (Madahiyan et al, 2021). The quantum perspective views the world as complex, living, highly interconnected, dynamic, describes as self-constructive and unpredictable, so that in this perspective, organizations must have a learning structure. Quantum management is a practice that, by creating human capacity, focuses more on the free and continuous interaction between the leader and employees, as well as the mutual influence of the internal dynamics of the organization with employees and vice versa; and by emphasizing the organization, it guides it towards a desirable future (Norouzzdeh et al., 2020). Following the development of cities, the speed of physical changes in the city, and the changing needs of citizens in various social and economic fields, comprehensive urban plans based on the principles of past years cannot meet the needs of cities; for this reason, such plans have been obsolete for decades and are not applicable, so their characteristics do not lead to improving the quality of living space in today's era (Ghadiri et al., 2021). The field of many urban researches is sustainable development, and the ideal attitude of urban planners and designers in designing sustainable cities is mainly on better living and reducing environmental crises (Bikdeli et al., 2018). Therefore, quantum management, which is a new management in line with the needs of the people and in harmony with the era of electronics and knowledge-based networks, can contribute significantly to sustainable development and a new approach to urban management. In this type of management, hierarchies and bureaucracies will be eliminated. Also, each person does what he specializes in, and the relationship is not the criterion for selecting individuals (Nazmfar et al., 2019). A quantum manager is a person who can make the best decision in the shortest time and has the power to resolve contradictions. In addition, he is a transparent and honest person and shares his decisions with the people and asks for their advice. Therefore, the solution to solving the current problems of urban management can be considered to be the use of strategic plans with the quantum management approach, and urban management should move towards creating small-scale structures with a wide scope of authority in the form of neighborhoods. Therefore, to prepare any plan for the development of the city, it is necessary to first of all gain knowledge. The knowledge in the urban planning system must be comprehensive and complete, so all dimensions of the city, including the city structure, uses, accesses, urban landscape, as well as the social, demographic, economic, managerial dimensions, etc., must be considered (Bahrini, 2022). Accordingly, the researcher addresses the main question: what is the network analysis process (DANP) of the sustainable development model based on the quantum management approach?
Theoretical framework
Sustainable development
The concept of sustainable development means a process of change in which the exploitation of resources, the direction of investments, the orientation of technological development, and institutional changes are coordinated and increase the current and future potential to meet human needs. Sustainable development means the management and protection of basic resources and the introduction and application of technological advances and organizational structures through which human needs can be continuously and reasonably guaranteed for the present and future generations. (Roozbeh et al, 2023).
Quantum Management
Quantum management is a set of fully operational skills for managers appropriate for the characteristics of organizations in the last century. This metaphor for the behavior of managers is derived from quantum theory, which is derived from the field of physics. Quantum management increases the level of employee empowerment and at the same time provides the basis for consultation and synergy by employees and managers (Ali sofi & Salimi, 2023).
Rasouli et al. (2024) examined the antecedents and consequences of professional competence of school administrators with an emphasis on environmental sustainability and sustainable development. The research findings showed that the professional competency model of managers includes the enablers of skill competency, management competency, and professional ethics and behavior competencies, manager development, social characteristics of managers, establishing work groups to improve performance and green competency, attitudinal competencies, knowledge competencies, educational competencies, knowledge-skill and technology commercialization competencies, high-work ethic, consumption pattern reform, participation in development, and movement toward national authority; which lead to the realization of the results of high-work ethic, consumption pattern reform, participation in development, movement toward national authority, diversity and pluralism management, and strengthening the relationship between humans and nature. Ali sofi & Salimi (2023) studied the effect of quantum management skills on readiness for change with the mediating role of organizational agility. The findings from the structural equation model showed that the standard coefficient between quantum management on readiness for change (0.19), quantum management on organizational agility (0.58), as well as readiness for change and organizational agility (0.64), and the indirect effect of quantum management on readiness for change (0.47) were significant.
Research Methodology
The research method is applicable-developmental in terms of its purpose, descriptive in terms of data collection, and quantitative in terms of implementation method. The statistical population of the research includes 10 municipal managers with more than 20 years of experience and their field of specialization is urban management, selected through purposive sampling. A standardized AHP pairwise comparison questionnaire was used to collect data from the DEMETL section and the network analysis process to prioritize variables, and was distributed to the statistical population of the research and, after completion, collected and analyzed.
Research findings
The DANP method (a combination of DEMETL and the Analytical Network Process (ANP)) was used to prioritize the effective factors. The results showed that urban infrastructure development, self-organization, urban governance and legislation, quantum knowledge, improving the quality of life, economic infrastructure development, social justice and participation, and improving environmental quality are in the first to eighth priority, respectively.
Conclusion
The present study was conducted with the aim of the Analytical Network Process (DANP) model of sustainable development based on the quantum management approach. The results of this study are consistent with the results of Rasouli et al. (2024), Ali sofi & Salimi (2023), Roozbeh et al. (2023), Hajizadeh Majdi et al. (2023), Negahdarandeh & Anvari (2022), Nazarzadeh et al. (2021), Bahrini (2022), Shafiepour & Parhemat (2022), Dixon & Tewdwr-Jones (2021), and Rodríguez et al. (2019). Shafiepour & Parhemat (2022) showed that the characteristics of quantum management have a positive and direct impact on the three individual, social and organizational levels of human resource development, that is, by increasing quantum management techniques, the three individual, social and organizational levels of human resource development are improved.
According to the results of the research, the following suggestion was made:
-Reconstruction and modernization of worn-out water, electricity, gas and telecommunications networks to increase resilience to crises.
-Creating comprehensive roadmaps for infrastructure development, taking into account population growth and future needs of the city.
-Delegating more authority to local institutions and city councils to solve regional issues and encourage active citizen participation. 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 Abstract
The aim of this study is to present a comprehensive model for the development of the culture and art economy. This research is applicable in terms of purpose, and qualitative in nature, with a data-based theory approach, so that the final model is extracted from real data and the experiences of experts. The data collection process was carried out in two stages: first, reviewing documents including books, articles, theses and upstream cultural and economic documents to design the initial research framework; and second, collecting field data through semi-structured interviews with experts in the fields of culture, art and cultural management. The data were analyzed using theoretical and purposive sampling until saturation. Data analysis was carried out with Strauss and Corbin's three-stage coding including open, axial and selective coding to extract the main and sub-categories and the relationships between them. The coding and textual analysis process of the interviews was carried out in the qualitative data analysis software MAXQDA 2018. The results showed: causal conditions (including general culture, the impact of new technologies in the production of theatrical works, research and studies, private investment), contextual factors (including physical infrastructure, education and research for training specialized human resources, professional and specialized infrastructure), intervening factors (including cultural policies, competition with other cultural industries, government support, the economic situation of the society), strategies (including infrastructure development, education and empowerment, financial support for productions, marketing and advertising, international, national and local cooperation), and consequences (including economic growth, strengthening cultural components, development of cultural, social, artistic, and political tourism).
Extended Abstract
Introduction
In recent decades, culture and art, as one of the main pillars of sustainable development, have found an important place in the economic and social strategies of countries (li et al., 2020). In the present era, economic development is not based solely on physical and industrial capital, but modern economies are formed by relying on knowledge, creativity and cultural values. In the meantime, the culture and art economy, as one of the important branches of the creative economy, plays a key role in creating employment, increasing GDP and promoting social capital. Today, many governments and international institutions such as UNESCO consider cultural development not as an additional cost, but as a long-term investment for the comprehensive growth of society (herizadeh et al., 2022(.
Performing arts, as one of the dynamic and popular branches of art, have a special place in this. These arts, which include theater, street performances, puppetry, musicals, and other forms of performance, have a profound impact on audiences due to their live and interactive nature and play an effective role in shaping social and cultural attitudes. From an economic perspective, performing arts create numerous job opportunities by encompassing a wide range of production, advertising, educational, and service activities and can make a significant contribution to the growth of the creative economy. In addition, performing arts provide a platform for cultural re-creation, social dialogue, and the enhancement of society’s symbolic capital (Weinberg et al., 2021). Despite the significant potential of performing arts, this sector in Iran still faces numerous challenges. The lack of a comprehensive cultural policy-making system, weak financing of artistic productions, lack of performing arts infrastructure, instability of government support, and insufficient attention to cultural marketing are among the factors that have prevented the flourishing of the performing arts economy (Nouri et al., 2024). Many artists operate in unfavorable economic conditions and their access to stable financial resources, institutional support, and opportunities to present their works is limited. While in developed countries, performing arts are recognized as a profitable cultural industry and structures have been established to attract private sector investment, develop the audience market, and support artistic innovations, in Iran this field does not yet have such infrastructure (Cacovean et al., 2021).
From a theoretical perspective, the economics of culture and art is based on the assumption that artistic activities can be a source of economic value creation in addition to their cultural function. In this framework, art, as a cultural commodity, has the ability to be exchanged and generate income; however, this process will only be successful if there is an efficient system for managing resources, training and skilling artists, marketing works, and interacting with the private sector. Designing a model for the development of the culture and arts economy with an emphasis on the performing arts can provide a practical solution for dynamizing the arts economy by identifying these factors and the relationships between them (Darmawan et al., 2020). Therefore, the research question is: What is the model for the development of the culture and arts economy? 
Theoretical foundations
Economics of culture
The economics of culture is usually defined with an economic approach and considers cultural and artistic activities as an opportunity to earn income and wealth, which is analyzed and explained with economic methods. According to this view, economics and culture are combined in two completely different ways: (Kefayati et al., 2024). 1- In the form of analyzing the economic or material aspects of cultural and artistic activities and finally in the form of analysis, 2- Applying the methodology of "economic" or preferably "rational choice" to cultural affairs. In this view, most cultural relations and processes are interpreted in accordance with the economic context and conditions, and it is based on the fact that the growth of culture and art requires an economic basis and, in turn, can affect the economy of society to some extent (Donatella et al., 2022).
Shoja Heydari et al. (2024) studied “Identifying and Prioritizing Cultural Policy and Cultural Economy Evaluation Indicators in Iran”. Using a descriptive method, mixed data, and a survey of 30 elites in the fields of culture and economics, they extracted and prioritized cultural policy and cultural economy indicators. The results showed that the main indicators affecting cultural policy include formulation, implementation, and evaluation, and in the field of cultural economics, key indicators include cultural attractions, cultural leverage, cultural entrepreneurship, human capital, and cultural participation.
Farzaliyeva et al. (2024) studied “The Economic Power of Culture: How Art and Heritage Drive Employment”. This study analyzed global samples from the United Kingdom, South Korea, and France and showed that cultural industries play an important role in creating direct, indirect, and induced employment, and that government support policies, educational entrepreneurship, and comprehensive statistical tracking are prerequisites for the economic success of this field.
Research Method
The present study is applicable in terms of its purpose, and qualitative in terms of nature, conducted with a data-based theory approach, and its goal is to identify and explain the development pattern of the culture and art economy with an emphasis on the performing arts based on real data from experts. Data were collected in two stages: first, relevant theoretical information and background were collected using a documentary method, and then field data were collected through semi-structured interviews with experts in the field of culture and art. Theoretical and purposive sampling and the snowball technique continued until theoretical saturation. Data analysis was conducted using a three-stage coding method (open, axial, and selective) to extract key concepts and relationships between categories and design a final conceptual model. This approach enabled the systematic identification of components and relationships between them, and the research results can be a basis for formulating cultural development policies in the country. The coding and textual analysis of the interviews were conducted in the qualitative data analysis software MAXQDA 2018.
Research findings
The research findings showed that the development of the culture and arts economy with an emphasis on the performing arts requires a complex interaction between cultural, economic, and institutional factors. The results indicated that improving the cultural literacy of the community and increasing audience participation in the performing arts increases the public's motivation and enthusiasm for attending the theater, and at the same time, the use of modern and digital technologies in the production of theatrical works improves the efficiency and quality of productions. Also, private sector investment and the use of tax exemption capacities play an important role in the economic sustainability of the performing arts. Strengthening the physical, educational, and professional infrastructure and creating appropriate support policies pave the way for the development of specialized jobs and increasing public access to the performing arts. Ultimately, these factors, along with marketing strategies and national and international interactions, lead to economic growth, strengthening cultural components, developing cultural tourism, and promoting social capital, and create a solid foundation for dynamizing the culture and arts economy in the country. 
Conclusion and Discussion
The results showed that the development of the culture and art economy in Iran, especially in the field of performing arts, is subject to a set of causal, contextual, and intervening factors, the interaction between which determines the path of growth and sustainability of this field. Public culture, as one of the most important causal factors, plays a key role in motivating and attracting audiences to theater. Increasing public enthusiasm and developing cultural literacy provide the basis for strengthening the consumption of theatrical works and promoting social capital. This finding is consistent with the studies of Farzaliyeva et al. (2024) and Khendstani et al. (2021), which show that performing arts can play a connecting and institutionalizing role in cultural values ​​as a social and cultural engine.
Another effective factor in this model is the impact of new technologies on the production of theatrical works. These results are consistent with the findings of Weinberg et al. (2021) who have introduced digital technology as a tool for enhancing the audience experience and improving productivity in the arts industries.
Research and studies have also shown that identifying the needs and interests of audiences and examining the social and cultural impacts of theater not only leads to improving the quality of works, but can also be the basis for targeted policies in developing the arts economy. This is in line with the findings of Shoja Heydari et al. (2024).
Private investment and participation of the semi-governmental and private economic sectors play an important role in financing and expanding theatrical activities. Tax incentives and economic support provide the necessary incentive for investment and can ensure the financial sustainability of theatrical productions. These findings are consistent with the studies of Masoudinia et al. (2021) and Farzaliyeva et al. (2024), who consider investment and economic support to be key factors in the prosperity of the cultural economy.
In the context of contextual factors, physical and educational infrastructure is essential for the development of the performing arts economy. The construction of well-equipped halls, the development of specialized training centers, the establishment of schools and university majors related to theater increase the capacity to cultivate specialized human resources and improve the quality of theatrical productions. These results are in line with the studies of Izadkhah et al. (2024) and Jafari Babadi et al. (2022), who emphasize that professional education and infrastructure are the basis for economic and cultural prosperity.
In the area of ​​intervening factors, cultural policies, competition with other cultural industries, and government support are of great importance. These findings are in line with the studies of Shoja Heydari et al. (2024) and Weinberg et al. (2021).
Finally, the consequences of developing the culture and arts economy include economic growth, strengthening cultural components, developing cultural tourism, improving social skills, artistic innovation, and influencing policymaking. Revenue generation through investment, ticket sales and advertising, creation of sustainable job opportunities and development of cultural and tourism capacities indicate the direct impact of performing arts on the economy and society. These findings are in line with the studies of Farzaliyeva et al. (2024) and Kefayati et al. (2024) who consider arts and culture as both an economic resource and a factor of social development.