New Approaches in Management and Marketing

Abstract Abstract The purpose of this study is to present a performance evaluation management model for the internal supply chain applying a hybrid approach of DEMATEL and the Analytic Network Process (ANP). In terms of purpose, the research is applicable, and regarding data collection it is descriptive–survey in nature. The statistical population of the study consisted of 12 experts, including 5 members from the hospital’s internal logistics unit and 7 managers from Namazi Hospital. To determine the relationships among 13 indicators within the five main components of the hospital’s internal supply chain, the DEMATEL method was employed. These relationships were subsequently incorporated into the Analytic Network Process model, and the weights of the 13 indicators were calculated by Super Decisions software. The indicators were ranked as follows: performance of completing patient treatment through access to comprehensive treatment resources, delay‑free patient treatment performance, patient waiting time, service provider supply time, professional value‑added productivity, error‑free performance in patient safety, continuity of the clinical treatment supply process, reliability and accessibility of suppliers of healthcare service resources, communication with patients, overall logistics cost management in the clinical treatment supply chain, reliability of investment and growth and revenue of the clinical treatment process, improvement of hospital staff skills to prevent errors, and development of organizational culture. The results of this study indicated that the hospital’s internal supply chain has a positive, direct, and significant impact on improving hospital performance. The findings of this research can be highly useful for optimizing managerial practices and supporting effective decision‑making among hospital managers and administrators. Introduction Supply chain management refers to the coordination and management of a complex network of activities aimed at delivering the final product to the end consumer or customer. It is a critical function in business operations and includes processes such as the procurement of raw materials, manufacturing and assembly of products, order registration and tracking, distribution through various channels, and ultimately delivery to customers. The structure of a company’s supply chain consists of external suppliers, internal organizational operations, external distributors, and customers (Glavas et al., 2018). Compared with traditional management approaches that focus on managing individual members separately, supply chain management emphasizes managing relationships and seeks solutions to reduce supply, production, and distribution cycles while increasing flexibility and responsiveness. This approach aims to improve existing processes and facilitate the development of new products capable of meeting continuously changing customer demands. To achieve this, organizations need to adopt and implement supply chain technologies and information systems in order to reduce supply chain cycles and integrate their operational processes (Talaei & Ziaian, 2022). Christmann and Taylor (2012) state that exporting and selling to international customers are two primary drivers for improving firms’ environmental performance. When companies export their products, they often face environmental or “green” requirements, which can motivate manufacturing firms to implement supply chain management practices. In many countries, exporting products requires obtaining specific certifications demonstrating that the use of these products does not harm the sustainable development of the destination country. In addition, consumer pressure also encourages organizations to adopt supply chain management practices. The effects of drivers for implementing supply chain management can be evaluated through three dimensions of firm performance: environmental performance, operational performance, and economic performance (Zoogah, 2011). Environmental performance has become increasingly important for managers of manufacturing companies due to regulatory requirements, public awareness, and the pursuit of competitive advantage. Recent studies have provided insights into potential patterns of supply chain relationships that can enhance environmental performance. However, investment in such programs can be substantial, and the pressure for environmental investment may be high, while improvements in environmental performance resulting from the adoption of these practices are not always guaranteed (Kim et al., 2019). Therefore, considering the growing importance of environmental supply chains and the performance of internal supply chains, as well as the increasing attention these topics have received in recent years and their associated benefits, this study investigates the indicators affecting internal supply chain performance. Accordingly, the main research question addressed in this study is: **What is the model for managing the performance evaluation of the internal supply chain using a hybrid approach of DEMATEL and the Analytic Network Process (ANP)? Theoretical Framework The supply chain is an essential network within the business infrastructure significantly facilitating production and distribution processes in companies that market their products. This network plays a vital role in creating numerous employment and professional opportunities for many individuals (Zinati et al., 2025). Nouri et al. (2025) examined the impact of supply chain integration dimensions on new product innovation performance through supply chain agility in Pegah Pasteurized Milk Company in the northwest region of the country. The results of the study, using path analysis techniques, indicate that internal integration, customer integration, and supply chain integration have a significant effect on supply chain agility. Furthermore, supply chain agility, market knowledge, and product development significantly influence product innovation capability. In addition, internal integration, customer integration, and supply chain integration significantly affect product innovation capability through the mediating role of supply chain agility. Zinati et al. (2025) also investigated the design of a maturity model for the Fourth Industrial Revolution in the banking service supply chain and the development of digital banking using a grounded theory approach. According to the findings, the identified categories included ten categories in the causal conditions, seven categories as components of the core phenomenon, four categories related to contextual conditions, eleven categories in the strategies section, seven categories representing intervening conditions, and finally eight categories in the outcome section of the model. Research Methodology In terms of its objective, this research is applicable, and in terms of data collection, it is descriptive–survey in nature. The statistical population of the study consisted of 12 experts, including five specialists from the internal logistics unit of the hospital and seven managers from Namazi Hospital. Research Findings To determine the relationships among the 13 indicators of the five main components of the hospital’s internal supply chain, the DEMATEL method was employed. The identified relationships were then incorporated into the Analytic Network Process (ANP) model, and the weights of the 13 indicators were calculated by Super Decisions software. The ranking of the 13 indicators, in order of priority, was as follows: completion of patient treatment through full access to medical resources; on-time treatment performance without delay; patient waiting time; service provision time; professional value-added productivity; error-free performance in patient safety; continuity of the clinical treatment supply process; reliability and accessibility of medical service resources; communication with patients; overall logistics cost management in the clinical treatment supply chain; reliability of investment, growth, and revenue of the clinical treatment process; enhancement of hospital staff skills to prevent errors; and development of organizational culture. The results of this study indicate that the hospital’s internal supply chain has a positive, direct, and significant impact on improving hospital performance. The findings provide valuable insights for hospital managers and decision-makers in optimizing management practices and enhancing overall operational effectiveness. Conclusion The present study was conducted with the aim of proposing a model for performance evaluation management of the internal supply chain employing a hybrid approach of DEMATEL and the Analytic Network Process (ANP). The findings of this research are consistent with the results of previous studies conducted by Nouri et al. (2025), Zinati et al. (2025), Mirshekar et al. (2024), Alizadeh (2024), Mousavi (2023), Samiei et al. (2023), Amozadeh et al. (2023), Davoodi and Sazgari (2022), Haddadzadeh and Motwalian-Bafeghi (2022), Zhang et al. (2022), Jetton (2022), and Dachyar and Mahendra (2020). Nouri et al. (2025) investigated the impact of supply chain integration dimensions on new product innovation performance through supply chain agility in Pegah Pasteurized Milk Company in the northwest region of the country. The results, obtained using path analysis techniques, showed that internal integration, customer integration, and supply chain integration have significant effects on supply chain agility. Furthermore, supply chain agility, market knowledge, and product development significantly influence product innovation capability. In addition, internal integration, customer integration, and supply chain integration significantly affect product innovation capability through the mediating role of supply chain agility. Based on the findings of the present study, several recommendations are proposed. Since hospital supply chain processes must be aligned with clinical care processes and supporting processes, it is necessary to consider all these aspects of performance simultaneously within clinical care processes, process efficiency support, and patient safety. Priorities should be determined according to the calculated weights of the indicators. Identifying key performance aspects enables supply chain managers to focus on the most critical factors when seeking to improve hospital performance.

Abstract Abstract
The purpose of this study is to design a model for enhancing knowledge management based on intellectual and professional capital in the banking industry based on thematic analysis. The research method is applicable–developmental in terms of purpose, and qualitative in terms of implementation. The statistical population includes 18 university professors, managers, and experts from Gharz‑al‑Hasna Mehr Iran Bank. The sample size was determined through purposive sampling, and interviews continued until theoretical saturation was reached. Semi‑structured interviews were used for data collection. Thematic analysis was applied for data analysis using Maxqda software. The findings of the study revealed that knowledge management in organizations consists of six main dimensions: intelligent knowledge infrastructures (flexible knowledge infrastructures, smart accessibility, simplicity of knowledge systems, and automated organizational knowledge storage), knowledge empowerment (individual knowledge sharing, voluntary participation, and collective knowledge sharing), internal value creation (practical use of employee knowledge, decision‑making, and analysis of employee knowledge), external value creation (acquisition of knowledge and learning from customer experiences), comprehensive knowledge support (managerial support, strategic guidance, and psychological safety and trust), and knowledge culture (learning on the job, valuing knowledge acquisition, sustainability of knowledge management, and internalization of knowledge‑based behavior).
Introduction
In today’s world, organizations—particularly banks—face a variety of challenges that require the optimal use of their resources and assets. One of the most important resources available to any organization is the intellectual and professional capital of its employees, which can play a fundamental role in competitiveness and long‑term success (Quezada et al., 2025). Knowledge management in this regard, as the process of identifying, collecting, storing, transferring, and utilizing knowledge and information within organizations, plays a vital role in enhancing performance and innovation. As one of the major financial institutions in the country, due to its social and economic activities, Gharz‑al‑Hasna Mehr Iran Bank requires continuous improvement of its processes and effective utilization of organizational knowledge (Sadiqi et al., 2016). Since banks—especially Gharz‑al‑Hasna banks—play a key role in serving diverse segments of society, the optimal use of employees’ intellectual and professional capital can improve service quality, increase customer satisfaction, and enhance competitiveness in the market (Nguyen, 2024).
Aburub et al. (2024) define intellectual and professional capital as an organized set of professional knowledge, specialized skills, accumulated experience in delivering financial services, customer information, effective stakeholder relationships, and structural and technological infrastructures that enable value creation, innovation, and competitive advantage for the bank. These capitals include human capital (employees’ abilities, knowledge, and creativity), structural capital (processes, systems, information technology, and internal regulations), and relational or customer capital (relationships, trust, and customer loyalty). Together, they play a central role in improving service quality, reducing operational risk, increasing efficiency, and strengthening the bank’s competitive position. In other words, intellectual and professional capital represents the intangible yet influential essence of modern banking which, when managed effectively, can transform organizational knowledge into economic and social value (Mehdikhani & Valmohammadi, 2020).
Knowledge management based on intellectual capital is considered one of the most transformative approaches in modern banking; however, in Iran’s banking system—particularly in Gharz‑al‑Hasna banks with their distinct social mission—it has received limited scientific and structured attention. This study addresses the existing knowledge gap regarding the role of human, structural, and relational capital in enhancing knowledge management and provides a localized framework tailored to the characteristics of Gharz‑al‑Hasna Mehr Iran Bank. Accordingly, the main research question is: How can a model for enhancing knowledge management based on intellectual and professional capital in banking be designed using thematic analysis?
Theoretical Framework
Knowledge Management
Knowledge management is a process through which an organization collects, organizes, shares, and analyzes its knowledge in a manner that makes it easily accessible to employees. This knowledge may include technical resources, frequently asked questions, training documents, and other forms of information (Afshari et al., 2020).
Intellectual Capital
Intellectual capital refers to intellectual materials such as knowledge, information, intellectual property, and experience that generate wealth. It is also considered intellectual material that is collected and structured to create a more valuable asset (Ozgun et al., 2022).
Baharvand et al. (2026) examined a model for enhancing knowledge management based on intellectual and professional capital in the banking industry. Their qualitative analysis showed that knowledge management in organizations comprises six main dimensions: intelligent knowledge infrastructures, knowledge empowerment, internal value creation, external value creation, comprehensive knowledge support, and knowledge culture. The results of confirmatory factor analysis indicated that the proposed model has appropriate structural validity and convergence for all dimensions, and the indicators have high and significant factor loadings. As a practical suggestion, it is recommended that organizations strengthen flexible knowledge infrastructures and foster a culture of continuous learning so that, in addition to improving employee knowledge management, they can make practical use of employees’ experiences and knowledge, thereby ensuring the sustainable development of the organization’s intellectual capital.
Putra et al. (2025) investigated the effect of intellectual capital and the creditworthiness of micro, small, and medium‑sized enterprises on bank performance. The findings revealed that intellectual capital (including employee knowledge, skills, and experience) and the credit provided to micro, small, and medium businesses have a significant and positive impact on the performance of rural banks. The study concludes that investing in human resource development and effectively managing credit allocation to local businesses are key factors in enhancing the productivity and competitiveness of banks.
Research Methodology
The research method is applicable–developmental in term of its purpose, and qualitative in terms of execution. The statistical population consists of 18 university professors, managers, and experts from Gharz‑al‑Hasna Mehr Iran Bank. The sample size was determined via purposive sampling, and the interviews continued until theoretical saturation was reached. A semi‑structured interview was utilized for data collection.
Research Findings
Data were analyzed by thematic analysis with Maxqda software. The findings revealed that knowledge management in organizations comprises six main dimensions: intelligent knowledge infrastructures (flexible knowledge infrastructures, smart accessibility, simplicity of knowledge systems, and automated organizational knowledge storage), knowledge empowerment (individual knowledge sharing, voluntary participation, and collective knowledge sharing), internal value creation (practical use of employees’ knowledge, decision‑making, and analysis of employee knowledge), external value creation (acquisition of knowledge and learning from customer experiences), comprehensive knowledge support (managerial support, strategic guidance, and psychological safety and trust), and knowledge culture (on‑the‑job learning, valuing knowledge acquisition, sustainability of knowledge management, and internalization of knowledge‑based behavior).
Conclusion
The present study was conducted with the aim of designing a model for enhancing knowledge management based on intellectual and professional capital in the banking sector using thematic analysis. The results of this research are consistent with the findings of Baharvand et al. (2026), Putra et al. (2025), Kurniawan and Sasmaya (2025), Nejad Afshar et al. (2025), Wang et al. (2025), Firdaus et al. (2024), Bocoya‑Maline et al. (2024), Heydari (2024), Attar and Bitar (2024), Mousavifard (2024), Hidayat and Sensuse (2022), and Ardalan et al. (2022). Hidayat and Sensuse (2022) showed that knowledge management and big data represent the most prominent trends, followed by governance, people, and smart education. Information technology was identified as the highest‑priority component. Their proposed knowledge management model for smart campuses consists of five main layers grouped according to system cycle stages. This cycle describes the intellectual capability of organizations to adapt and achieve smart campus indicators. The knowledge cycle in higher education institutions focuses on teaching, research, and social services.
Based on the findings of this study, the following recommendation is proposed:
It is recommended that the bank design a simple and user‑friendly interface for its knowledge management systems. Most users engage with knowledge management systems only when they can easily navigate and interact with them. Designing clear and intuitive interfaces can enhance user engagement and reduce the time required to learn how to use these systems.

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

Abstract Abstract The aim of this research is to design an innovation powerhouse model in knowledge-based companies with a data-based approach. The research method is applicable in terms of its purpose, and qualitative in terms of its implementation method, based on the data-based method. The statistical population of the research includes 18 empirical and academic experts. The sample size was determined by purposive sampling and the interviews continued until theoretical saturation. Semi-structured interviews were used to collect information. The data-based method and Maxqda 2020 software were used to analyze the data. The main components were summarized in the form of causal, contextual, intervening factors, effective dimensions, strategies, and consequences. It showed that the innovation powerhouse model has consequences such as creating an ecosystem and culture of innovation, a comprehensive document of cooperation, effectiveness and efficiency, expertise and competence. The innovation powerhouse model has covered the most important challenges of companies, including defining a special payment system to motivate elites, defining a transparent financial system with universities and industries for continuous cooperation, and creating a special legal system and evaluation of knowledge companies. Introduction Innovation is a fundamental factor in creating competition that leads to organizational growth and future success and is like a growth engine that allows companies to enjoy better efficiency in the global economy. Therefore, companies must create new products and processes and use advanced technology in order to be able to take a step forward towards their sustainability and durability (Senoubar et al., 2011). Efficiency and performance improvement and achieving sustainability in order to be sustainable, make a profit and meet the needs of society are the fundamental missions of companies, and this is the basis for quantitative and qualitative expansion in every country. In this context, Wang stated that technical progress often leads to temporary monopolies that create excess profits, but the development of innovation capabilities affects the performance of companies, including profitability, market share, customer satisfaction and company sustainability. Failure to maintain innovation also leads to failure, so companies should try to convert innovation capabilities into innovation performance (Adnanhasoon Alkhafaji et al., 2023); On the other hand, the world's move towards a knowledge-based economy has led many countries to develop knowledge-based companies. These types of companies allow advanced countries to maintain their competitiveness against growing economies where human and production costs are lower (Mohammadkazemi et al,, 2021). Today, the survival of knowledge-based companies depends on continuous innovation in their products and processes so that they can respond to signs of environmental change, including changing customer needs (Shakeri et al., 2022). However, knowledge-based companies, given that they are new companies and usually use the structure of national and government support, usually resist innovation after the cessation of this support due to the failure to institutionalize innovation in the body of their organizational activities and after a short period of time, especially in Iran, they fail in national and international competition. On the other hand, the only advantage of these companies is their innovation in the knowledge base, which requires a structure and model to be formed in the body of these companies that will institutionalize innovation in their organizational culture; otherwise their contribution will be nothing but failure (Khyatyan et al., 2015). According to the definition of the Organization for Economic Cooperation and Development, a knowledge-based economy is an economy that is directly based on the production, distribution, and consumption of knowledge and information (Raei & Dahmardeh, 2021). This study was conducted with the general objective of presenting the innovation powerhouse model (a case study of knowledge-based companies). In order to achieve this goal, the following specific objectives were also achieved: Identifying the effective factors, including causal, contextual, and interfering factors affecting the innovation powerhouse model; Identifying the strategies effective on the model, and finally presenting the consequences of presenting the innovation powerhouse model according to the experts' opinions. Therefore, the main research question: What is the innovation powerhouse model in knowledge-based companies with a data-based approach? Theoretical framework Innovation Innovation is an important factor that can pave the way for expanding markets, benefiting from new opportunities, and obtaining more profits. Innovation has increasingly become one of the main and key factors for the long-term success of organizations in competitive markets. Innovation plays an important role in creating value and maintaining competitive advantage (Rezvani & Toghraee, 2011). Abun (2023) examined how innovative leadership of managers, as well as innovative knowledge and skills of employees, affect their innovative work behavior. The results showed that innovative leadership of managers, innovative knowledge, innovative skills, and innovative work behavior of employees were all rated high and the correlation between them among employees was significant, contributing to the discourse on innovative work behavior. In summary, all the previous sources reviewed indicate a one-dimensional view of knowledge-based companies and a comprehensive, structural, and comprehensive view for promoting and sustaining innovation in knowledge-based companies was not seen, which is the need to provide a comprehensive model for sustaining knowledge-based businesses. Ahmadi (2022) in a study aimed at identifying factors affecting innovation culture, concluded that there is a positive and significant effect between the variables of support mechanism, leadership, technology, organizational change and transformation, and strategy with innovation culture, and all organizations need new ideas and novel and fresh ideas to survive in order to lead to innovative practices, and this requires the creation and promotion of an innovative culture in the organization, and in previous sources, there has been sporadic emphasis on the appropriate structure of innovation to strengthen the organization or knowledge-based companies. Research Methodology The research method is applicable in terms of its purpose, and qualitative in terms of its implementation method, based on the data-based method. The statistical population of the study consists of 18 experimental and academic experts. The sample size was conducted using a purposive sampling method, and the interviews continued until theoretical saturation was achieved. A semi-structured interview was used to collect information. Research findings Data-based method and Maxqda 2020 software were used to analyze the data. The main components were summarized in the form of causal, contextual, intervening factors, effective dimensions, strategies, and consequences. It showed that the innovation powerhouse model has consequences including creating an ecosystem and culture of innovation, a comprehensive document of cooperation, effectiveness and efficiency, expertise, and competence. The innovation powerhouse model has covered the most important shortcomings of companies, including defining a special payment system to motivate elites, defining a transparent financial system with universities and industries for continuous cooperation, and creating a special legal system and evaluation of knowledge companies.  Conclusion The present study was conducted with the aim of designing an innovation powerhouse model in knowledge-based companies with a data-based approach. The results of this study are in line with the research of Mohaisen et al. (2025), Mahmoudi et al. (2025), Abun (2023), Ahmadi (2022), Shereefa (2022), Khademi Kolahlou & Sahebkar Khorasani (2022), Akhtari et al. (2021), Rezazadeh (2021), Abolfathi et al. (2021), Udayanganie (2021), Baporikar (2018), and Mansuri et al. (2017). Khademi Kolahlou & Sahebkar Khorasani (2022) consider that Compensation and motivation; Training, development and creating a learning environment; Team building and participation; Performance appraisal management; Retention and promotion of knowledge workers; Identification, recruitment and recruitment are the most important functions of human resource managers of knowledge-based and innovative companies, along with recruitment and individual development, promotion and the payment system of the innovation powerhouse model. Considering the results of the research, the following suggestion is made: *Given that Iran is facing the phenomenon of sanctions in exports and raw material supply, and in the present model, the interviewees have generally talked about the development of knowledge-based companies, and the internal structure of the company has been discussed with regard to internal and managerial capabilities, it is suggested that the innovation powerhouse be examined quantitatively based on the impact of the sanctions variable in knowledge-based companies.