Journal of New Approaches in Management and Marketing

Abstract Abstract
The present study investigated improving employee performance through internal marketing and organizational learning: the mediating role of organizational innovation. This research is applicable in terms of purpose, quantitative in terms of method, and of descriptive-survey type. The statistical population in this study is 116 food exporting companies in Mashhad, and using the Cochran formula, the sample size was estimated to be 86 companies; for this purpose, a questionnaire was distributed among and completed by the managers of these companies using simple random sampling method. In order to analyze the data, structural equation modeling test and other statistical tests based on SPSS and Pls software were used. The validity of the research variables was measured through confirmatory factor analysis. Also, the reliability of the research variables has shown that Cronbach's alpha for research variables including internal marketing, performance, organizational innovation, and organizational learning has been obtained as 0.909, 0.935, 0.940, and 0.901 respectively, which indicates the desired reliability of the research tool. The research findings have shown that organizational learning and internal marketing are effective on employee performance and organizational innovation mediates its effect.
Introduction
In today's world, human resources are recognized as the most important resource of organizations and attracting and retaining efficient forces is considered a vital competitive advantage (Chaudhary & Sharma, 2024). With rapid environmental changes, traditional management tools have become ineffective and the need for flexible and learning structures to respond to changes is felt more than ever. Optimal human resource performance is a necessary condition for the success of organizations, as it allows managers to focus on macro strategies (Organ, 2020). Two key factors in improving employee performance are organizational learning and internal marketing. Organizational learning helps organizations survive in a competitive environment by producing knowledge and continuously reviewing methods. On the other hand, internal marketing, by looking at employees as internal customers, creates effective relationships and improves organizational performance by increasing job satisfaction and motivation (Ocharo & Kinyua, 2021). Also, organizational innovation, especially in times of crisis and intense competition, plays a decisive role in the success of organizations and helps managers allocate resources optimally (Quispe et al., 2024). This issue is doubly important in food trading companies that face export challenges and strict standards. Therefore, in today's dynamic and uncertain environment, organizations need a flexible, learning, and innovative structure to meet stakeholder expectations. Based on the above, this study examines the question: do internal marketing and organizational learning through innovation have a significant impact on employee performance?
Theoretical foundations
Innovation and organizational innovation
Leticia Santos et al., (2022) consideres innovation as the tendency of a company or organization to participate in and support new ideas, pioneer in technology, conduct research, development, and other creative activities aimed at developing new products, services, and processes. On the other hand, organizational innovation encompasses a wide range of actions and activities aimed at facilitating and achieving innovative results in the organization. This type of innovation can be related to a product, device, system, process, policy, program, or service (Chen & et al., 2019).
Internal Marketing
Internal marketing means that companies should seriously invest in the quality of performance and capabilities of their employees. This is especially important for people who are directly in contact with customers, and these people need to be trained effectively. Also, all support staff should work together and work as a team to satisfy customers (Corrin & et al., 2022).
Organizational Learning
Organizational learning is a dynamic process that enables an organization to adapt quickly to changes. This process involves the production of new knowledge, skills, and behaviors. Organizational learning is the main way to create knowledge work and improve the efficiency of the organization; therefore, a successful organization must be dynamic in learning (Okolie, 2024).
Research Background
Bikzadeh Abbasi & Kaneshloo (2024) conducted a study titled: Investigating the Effect of Marketing Research on Improving Organizational Innovation. The results obtained indicate that marketing research has a positive and significant effect on improving organizational innovation in the United Nations Credit Institution. Khajeh Saeed & Sattarii (2024) conducted a study titled: The Effect of Marketing Capabilities on the Financial Performance of Exporting Companies. The results of this study showed that financial resources, information resources, and relational resources have a significant effect on the financial performance of exporting companies. Patwary et al., (2022) conducted a study aimed at investigating the role of knowledge management (KM) practices on performance and innovation. The findings indicate that KM has a positive effect on innovation performance among Malaysian hospitality employees. This study also shows that organizational learning and organizational creativity significantly mediate the relationship between KM and innovation performance.
Research Methodology
The present study is applicable in terms of purpose, and descriptive-survey in terms of method. The statistical population in this study is 116 food exporting companies in Mashhad, and the sample size was estimated to be 86 companies using the Cochran formula; for this purpose, a questionnaire was distributed among the managers of these companies and completed by them, through a simple random sampling method. In order to collect data, a questionnaire with 36 items related to the research variables was used. Also, in order to analyze the data in this study, the structural equation modeling technique and other statistical tests were used through SPSS and Smart PLS software. Face validity was used to confirm validity and Cronbach's alpha coefficient criterion was used to confirm reliability.
Findings
The findings of this study are presented in the form of 7 hypotheses, all of which were confirmed.
 Internal marketing has a positive and significant effect on employee performance.
 Organizational learning has a positive and significant effect on employee performance.
 Organizational innovation has a positive and significant effect on employee performance.
 Internal marketing has a positive and significant effect on organizational innovation.
 Organizational learning has a positive and significant effect on organizational innovation.
 Internal marketing has a positive and significant effect on employee performance with the mediating role of organizational innovation.
 Organizational learning has a positive and significant effect on employee performance with the mediating role of organizational innovation.
Discussion and Conclusion
The present study aimed to improve employee performance through internal marketing and organizational learning: the mediating role of organizational innovation (case study: food exporting companies in Mashhad). The findings of this study are consistent with the research of Chaubey et al., (2024), Laksono (2023), Imani et al., (2015), Karimi et al., (2021), and Gholipour et al., (2021). In the following, and based on the research findings, the following suggestions are presented:
 Internal marketing

Designing motivational systems to increase job satisfaction
Improving organizational communications and clarifying processes
Paying attention to the needs of employees as internal customers

Organizational learning

Holding continuous training courses
Creating an organizational knowledge bank of successful and unsuccessful experiences
Encouraging employees to share knowledge

 Developing innovation

Creating a safe space for presenting new ideas
Forming cross-departmental innovation teams
Investing in new technologies

 Coordinating strategies

Integrating internal marketing with innovation programs
Facilitating knowledge exchange between different units
Practical support for innovative ideas

 Human resource management

Mapping a career path for employees
Promoting a culture of continuous learning
Linking individual and organizational goals 

Abstract Abstract
This study aimed to investigate the role of organizational brand identity in strengthening employee-centered brand equity. The study population is the employees of Asia Insurance in Tehran province branches, of which 287 samples were studied using the multi-stage cluster sampling method. Field and questionnaire methods were used to collect information. Data analysis was performed using structural equation modeling using smart PLS software. The results showed that organizational brand identity has a positive and significant effect on employee-centered brand equity dimensions including brand citizenship behavior, employee satisfaction, word-of-mouth advertising, and willingness to continue cooperation; and organizational brand identity dimensions including brand visual identity, brand personality, employee and customer focus, and sustainable communications also have a positive and significant effect on employee-centered brand equity, but these effects are not strong. Meanwhile, focusing on employees and customers and sustainable communications, which are more related to the organization's human resources policies, have stronger effects on employee-centered brand equity, and the impact of brand visual identity and brand personality, which include more general meanings of brand identity, is less on employee-centered brand equity.
Introduction
Today, service companies, including insurance companies, need a strong corporate brand identity and also employees who are the messengers of the organization's brand to maintain and differentiate themselves in competitive markets. Competition among service brands is increasing sharply. Highly differentiated markets are the result of customers' knowledge and experiences about the brand, which has intensified the challenge of attracting and retaining customers. Organizational managers have realized that a strong brand is the main axis of their competitive advantage (Liu et al., 2020; King, 2017).
Brand equity is considered one of the most important indicators of a brand's success. Previous research has studied brand equity from the customers' perspective; and organizational managers and academic researchers have generally focused on the concept of customer-centric brand equity (Ahmad et al., 2022) and have ignored the perception of internal stakeholders of the brand (Boukis & Christodoulides, 2020). However, now, in the logic of new markets, a change in this mindset is observed, and managers have turned their attention to internal or employee-based branding (Ahmad et al., 2022).
Most brands try to differentiate their products and create a unique brand identity of their own through tangible signs (Liu et al., 2020, King, 2017). A strong brand identity plays a vital role in the entire brand management process. Accordingly, all organizations try to differentiate their products and services in order to create a distinctive identity for their brand. Organizations usually do this through the external appearance of their brand (Ahmad et al., 2022, King, 2017). However, evidence of its impact on employee-based brand equity is scant (Liu et al., 2020).
For service industries, such as the insurance industry, intangible resources such as knowledge and skills have become increasingly important for gaining competitive advantage in today's hypercompetitive markets. These skills and capabilities are rooted in an organization's human resources (Ahmad et al., 2022). Providing high-quality service from employees is a necessary prerequisite for creating employee-based brand equity. Brand equity is formed through interactions between customers and employees; an important channel for customers to perceive brand value (Liu et al., 2020). Organizations cannot fulfill brand promises to customers without considering the role of employees (Boukis & Christodoulides, 2020). It is the capabilities and skills of employees that can create a good or bad brand experience for customers and thereby shape their perception of the brand (Ahmad et al., 2022).
Most brand equity research focuses on customer-centered brand equity (Keller and Swaminathan, 2020; Lee, 2021); and employee-centered brand equity, especially in service areas, has been less studied (Erkmen, 2018). This is an important research gap because a better understanding of employee-centered brand equity in general and in service industries in particular can motivate managers in these industries to better recognize the role of employees in introducing brand equity to customers through better service delivery (Zhang et al., 2024).
This study focuses on insurance company employees who are influenced by both internal stakeholders (e.g., managers and other employees) and external stakeholders (e.g., customers) through their interactions with them. Therefore, the purpose of this study is to investigate the role of organizational brand identity in strengthening employee-centered brand equity.
Theoretical Framework
Organizational Brand Identity
Brand identity was first introduced by Kapferer (1992) and has been studied in various ways, leading to a variety of definitions and theoretical frameworks for the concept. Dechernatoni (2006) defined brand identity as a distinctive idea about a brand and how the brand communicates through this idea to its various stakeholders. Despite the different definitions, academic researchers define brand identity as a set of brand attributes, including a specific idea or core meaning of a brand (Buil et al., 2016). Branding literature has also discussed the stability of brand identity over time. Although brand identity definitions primarily emphasize the need to maintain identity, some researchers have reconceptualized brand identity as a dynamic concept (Liu et al., 2020(.
Service brand identity is a multidimensional variable that includes visual identity, customer and employee focus, brand personality, sustainable communications, and human resource plans (Daneshgar et al., 2021). In this study, based on the research of Coleman et al. (2011), organizational brand identity has been examined in four dimensions: visual brand identity, brand personality, sustainable communications, and employee and customer focus (including human resource plans) (Coleman et al., 2011).
Employee-centered brand equity
Two important approaches to brand equity are the customer and financial approaches. Customer-centered brand equity is a set of assets related to the brand name and image and increase or decrease the perceived value of products and services to customers (Hasni et al., 2018). Brand equity with a financial approach is the overall value of the brand, which is determined by the sale of separable assets or what is on the balance sheets (Zhang et al., 2024).
King and Grace (2009) first introduced the concept of employee-centered brand equity to show how employees can convey their understanding of a brand to customers. This conceptualization suggests that for service industries, brand construction primarily originates from the internal environment rather than the external environment. The characteristics of service products include intangibility, ephemerality, and heterogeneity (Rodrıguez-Lopez et al., 2020), so the process of developing a service brand is different from a non-service brand (Zhang et al., 2024). Positive interactions between employees and customers can lead to increased customer loyalty and satisfaction, and ultimately the brand equity of the organization. According to this view, brand management in an organization should not be based only on customers; the role of employees, who are the real advocates of the organization's brand, should also be considered in this context. Therefore, successful brand management is based on a balance between customer-centered brand equity and employee-centered brand equity (Ahmad et al., 2022).
Employee-centered brand equity is a multidimensional variable that includes citizenship behavior, employee satisfaction, willingness to continue cooperation, and word-of-mouth advertising (King & Grace, 2008; Yazdan shenas & Asnaashari, 2022; Sangari & Alizadeh, 2018).
Research Methodology
This research is applicable in terms of purpose, and descriptive-correlational in terms of method. The statistical population of the research includes all employees of Asia Insurance in the branches of Tehran province, of which 287 samples were studied using the multi-stage cluster sampling method. Field methods and questionnaires were used to collect information. Composite reliability criteria and Cronbach's alpha coefficient were used to test the reliability of the questionnaires, and confirmatory factor analysis was used to test the validity. Data analysis was performed through structural equation modeling with the partial least squares technique and using smart PLS software.
Research findings
The research results showed that organizational brand identity has a positive and significant effect on employee-centered brand equity dimensions including brand citizenship behavior, employee satisfaction, word-of-mouth advertising, and willingness to continue cooperation; and organizational brand identity dimensions including brand visual identity, brand personality, employee and customer focus, and sustainable communications also have a positive and significant effect on employee-centered brand equity, but these effects are not strong.
Conclusion
Organizations have now realized that competitive advantage based solely on tangible assets cannot be sustained in the long term. In service organizations that involve personal contacts and abundant communication experiences, internal brand equity is one of the most important factors for brand success. In these organizations, employees are a reflection of the organization and interact directly with customers as a frontline force. Previous studies have shown the strong role of employees in shaping brand equity. Internal branding among employees strengthens their understanding of the brand and, based on that, promotes employee-centered brand equity. Therefore, the purpose of the present study was to investigate the role of organizational brand identity in strengthening employee-centered brand equity.
The research result on the strong impact of organizational brand identity on employee-centered brand equity is consistent with the results of Baca & Reshidi (2025), Liu et al. (2020), Boukis & Christodoulides (2020), and Yazdanshenas & Asnaashari (2022).
The results of the study showed that organizational brand identity; including brand visual identity, brand personality, employee and customer focus, and sustainable communications, have a positive and significant effect on employee-centered brand equity, but these effects are not strong. The effect of brand visual identity and brand personality, which include more general meanings of brand identity, is less on employee-centered brand equity; and employee and customer focus, and sustainable communications, which are more related to the organization's human resources policies, have stronger effects on employee-centered brand equity. The effect of human resources policies, internal branding, and intra-organizational communications was seen in the research of Ahmad et al. (2022), Bigdeli et al. (2021), Daneshgar et al. (2021), Moshabaki & Taghizadeh (2019), Ashouri et al. (2024), and Hosseini et al (2013), and therefore the results of the present study are consistent with the results of these studies.
The findings of the study indicate that organizational brand identity has a strong and significant positive effect on employee-centered brand equity dimensions, including citizenship behavior, employee satisfaction, word-of-mouth advertising, and willingness to continue cooperation. These results are consistent with the results of Yazdanshenas & Asnaashari (2022), and Sangari & Alizadeh Bloukani (2018), which indicated a positive effect of brand identification on all four dimensions. These findings are also consistent with the results of Zhang et al. (2024) and Bari & Shahzadi (2022), who identified positive experiences, behaviors, and attitudes of employees and their role as the most important brand ambassadors as important factors in the emergence of citizenship behavior in them, brand recommendation advertising, and their loyalty and affiliation to the brand.
The findings of the study contain practical suggestions for managers and policymakers in the fields of human resource management and brand management. Since high levels of service are a key element of positive brand equity for service companies and it is the transfer of brand equity through employee-customer relationships that will achieve success, insurance managers are advised to implement human resource strategies such as increasing employee authority and reducing control over them and specifying the contribution of each employee to the success of the organization and use the benefits to enhance the organization's brand reputation and provide customer satisfaction and loyalty to the organization.
Measures such as holding training courses on brand-appropriate skills, using effective communication channels, designing attractive promotion programs for employees and holding regular meetings to fulfill the brand's mission and promises should be considered for brand internalization, and employees should be carefully selected and trained to enhance customer experience of the brand.

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

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

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

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

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

Strategic destination branding
Infrastructure development
Health diplomacy initiatives

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

Abstract Abstract
The aim of this study is to evaluate the factors affecting the adoption of artificial intelligence in e-commerce by small and medium enterprises. This study is applicable in terms of its purpose, and is a quantitative research type. The present study proposes an integrated model based on the framework of dynamic capabilities, entrepreneurial orientation, and customer-centric systems. The empirical data of this study were collected through a digital survey using a purposive sampling method from small and medium enterprises in Iran. The analysis of the collected data was performed using structural equation modeling, and the results point to the role of dynamic capabilities and entrepreneurial orientation in facilitating the adoption of artificial intelligence in e-commerce. The data of this study were collected by distributing an online questionnaire to a sample of 183 decision-makers and managers in small and medium enterprises in Iran working in e-commerce. This study confirms the positive impact of AI adoption on the business performance of SMEs. The findings show that AI adoption in e-commerce is significantly associated with improved business performance of SMEs. Also, this study emphasizes the pivotal role of dynamic capabilities and entrepreneurial orientation in driving AI adoption in the e-commerce sector, which in turn can help improve business performance. These results emphasize the importance of developing technological capabilities and innovative approaches in SMEs to effectively utilize AI and achieve growth and success.
Introduction
Many companies are looking to leverage e-commerce to increase sales, improve services, and achieve greater customer satisfaction. If successful e-commerce strategies and tools are effectively implemented, this technology can significantly increase the revenue and profits of SMEs (Abbas et al., 2023; Ojha et al., 2023). However, the success of using these platforms depends on the level of commitment and trust of companies in smart technologies, which are effective in improving technical services and enhancing customer experience (Mishra et al., 2023). The adoption of artificial intelligence in e-commerce is considered one of the key factors for the success of businesses, as this technology uses existing data to identify opportunities and improve products and services (Liu et al., 2024).
While several studies have addressed the role of artificial intelligence in e-commerce, including customer service, sales facilitation, and information gathering, research related to the adoption and enhancement of artificial intelligence tools in maintaining e-commerce performance and supporting entrepreneurship in small and medium-sized enterprises is still scarce. Therefore, this article seeks to examine the factors affecting the adoption of artificial intelligence in e-commerce in small and medium-sized enterprises to promote entrepreneurship and strengthen the role of these companies in the country's economic progress and development. Insufficient understanding of how SMEs effectively use AI tools in e-commerce can negatively impact their ability to gain competitive advantage. Hence, there is a need for more in-depth research to identify challenges, exploit opportunities, and improve the effectiveness of using these technologies (Salah & Ayash, 2024(.
This paper identifies the benefits and opportunities for SMEs to adopt AI systems in e-commerce and suggests various ways to implement effective strategies for entrepreneurship development and selecting appropriate AI tools. The following key research question is formulated to guide the research and provide a structured approach to understanding the various factors involved: What factors influence SMEs’ ​​adoption of AI in e-commerce?
Theoretical literature
Artificial Intelligence
Artificial Intelligence is a branch of computer science that aims to design systems that can automatically and intelligently process information and perform various tasks. By imitating human intelligence and abilities such as learning, reasoning, problem solving, natural language understanding, and pattern recognition; this technology helps humans solve the most complex scientific, industrial, and social challenges. Artificial intelligence has been recognized as one of the most revolutionary technologies of the modern era since its early years and has now penetrated all aspects of human life (Simone, 2018.)
E-commerce
E-commerce is defined as the electronic buying and selling of items by consumers and businesses using computerized business exchanges. In this study, e-commerce is defined as the buying and selling of transactions over the Internet (Esare et al., 2012). E-commerce allows businesses to grow more easily in the global market and opens up new ways for companies to communicate information with consumers, suppliers, and other stakeholders (Tai, 2022).
Small and Medium Enterprises
In recent years, the importance and role of small and medium enterprises have been increasing, both in industrialized and developing countries. With the advent of new technologies, there have been transformations in production and the methods of it, distribution, and organizational structure of companies. It is essential for small and medium enterprises to use AI tools to obtain maximum value and competitive advantage, which includes reducing human errors, analyzing customer data, and providing highly efficient services. AI also helps in providing new and intelligent innovations that serve both institutions and customers, such as sales forecasting and attracting more customers (David at al., 2023).
Research Methodology
This study adopts a quantitative approach using a questionnaire to obtain data from officials in small and medium enterprises. It aims to investigate the factors associated with the adoption of AI in the field of e-commerce, while considering the relevant literature to improve the study results. Data for this study were collected by distributing an online questionnaire to a sample of 183 decision-makers and managers in small and medium-sized enterprises in Iran working in e-commerce. The sample focused on store owners and supervisors regarding their main occupations. The e-store owners were contacted through visits to the small and medium-sized enterprises, as well as through phone calls, WhatsApp, and email to encourage participation in the survey.
Research Findings
Structural equation modeling was used to analyze the data collected from the questionnaires and test the hypotheses. Based on the data analysis, the results of structural equation modeling showed that entrepreneurial orientation has a positive and significant effect on the adoption of AI-based e-commerce. The findings indicate that dynamic capabilities have a very positive and significant effect on the adoption of AI-based e-commerce. These findings emphasize that dynamic capabilities, such as the ability to learn quickly, adaptability, and continuous innovation in SMEs, can play a key role in the adoption and effective use of AI-based e-commerce. The results showed that the adoption of AI-based e-commerce has a positive and significant impact on the business performance of SMEs. This indicates a very strong and significant effect of this relationship. These findings emphasize that the adoption of new technologies such as AI can significantly improve the business performance of companies. In particular, companies that exploit AI-based e-commerce will be able to optimize their processes, reduce costs, and generally achieve economic advantages in competition with other companies.
Conclusion
This research shows that SMEs need to develop dynamic capabilities and strengthen entrepreneurial orientation to successfully adopt AI in e-commerce. Dynamic capabilities, as the ability of an organization to reconfigure resources, adapt to changes, and exploit new opportunities, are considered key factors in the adoption of new technologies. The results of the present study emphasize that companies with stronger dynamic capabilities are able to integrate AI into their business processes more effectively, which leads to improved organizational performance.
From a practical perspective, this research shows that in order to optimally utilize AI, small and medium-sized enterprises should focus on developing their dynamic capabilities and strengthening an entrepreneurial culture. Investing in employee training, developing agile strategies, and creating support structures for innovation can help to more effectively adopt this technology. From a theoretical perspective, this study highlights the role of dynamic capabilities and entrepreneurial orientation in the adoption of digital technologies and establishes a link between the strategic management, entrepreneurship, and digital transformation literature.
The present study aimed to provide a model to investigate the factors affecting the adoption of artificial intelligence in e-commerce by small and medium-sized enterprises in Iran. The results of this study are consistent with the results of Salah et al., (2024), Wei et al., (2022), Palataeka et al., (2023), Yang et al., (2024), Stalings et al., (2024), and Cabrit et al., (2024). The findings show that small and medium-sized enterprises need to develop dynamic capabilities and strengthen entrepreneurial orientation to successfully adopt artificial intelligence in e-commerce. Dynamic capabilities, as the ability of the organization to reconfigure resources, adapt to changes, and take advantage of new opportunities; are considered key factors in the adoption of new technologies.
Finally, this study suggests directions for future research; including examining the impact of other organizational and environmental factors on AI adoption, analyzing the role of government policies and financial support in the development of digital technologies, and studying the long-term impact of AI on the sustainability of small and medium-sized businesses. Also, conducting comparative research across industries can help to better understand the structural and strategic differences in the adoption of this technology. 

Abstract Abstract
The present study aimed to investigate the effect of brand sensory experience on brand loyalty with an emphasis on the drivers of brand equity, customer satisfaction, and customers' emotional commitment. The research is applicable in terms of purpose, and descriptive-survey in terms of data collection method. The subjects of this study were 750 language learners of the Gilan Iranian Language Center. 261 people were selected as a statistical sample based on the Krejci and Morgan table and simple random sampling method, and answered the research questionnaires. The validity of the questionnaires was confirmed based on face validity, content, and confirmatory factor analysis. The reliability of the questionnaires was calculated and confirmed using the Cronbach's alpha coefficient method. Data analysis was performed at two levels of descriptive and inferential statistics, including structural equation modeling, using the SmartPLS statistical software. The results showed that brand sensory experience has a significant effect on customers' emotional commitment with a path coefficient of 0.472. Brand sensory experience has a significant effect on customer satisfaction with a path coefficient of 0.575. Brand sensory experience has a significant effect on brand equity with a path coefficient of 0.264. Brand equity has a significant effect on customer loyalty to the brand with a path coefficient of 0.736. Emotional commitment has a significant effect on brand equity with a path coefficient of 0.207. Customer satisfaction has a significant effect on brand equity with a path coefficient of 0.274. Emotional commitment and customer satisfaction play a mediating role in the impact of brand sensory experience on brand equity.
Introduction
Customer loyalty to a brand indicates the satisfaction of consumers with the quality and price of a brand's products and services (Chinomona, 2016). Brand loyalty is the attachment or dependence that a customer has to a brand. In fact, loyalty is the result of customer trust in the brand, which is a result of confidence from both parties (customer and brand owner) and will continue in the future as long as it leads to gaining points. As a result, trust and loyalty are two factors that are constantly in direct contact with each other. Just as trust encourages loyalty to a brand, it also reduces insecure relationships with that brand. This means that if a customer feels insecure about a brand, their willingness to buy or use that brand will also decrease (Dwivedi et al., 2018). Human societies are very effective through word-of-mouth information and its exchange, comparing experiences of purchasing a product, and encouraging social relationships among members, and these relationships between individuals and others in relation to a brand lead to the production of emotional relationships and ultimately lead to individual loyalty to a brand (Ahn & Back, 2018). However, researchers have also recognized the attitudinal or intention-based dimensions of loyalty and have defined brand loyalty in terms of the customer's willingness to recommend the brand to others, the preference for purchasing a brand over other brands, and the customer's feeling of attachment to the brand.
Many factors are associated with brand loyalty, such as brand equity (Iglesias et al., 2019). Researchers have conducted many studies on how consumers value brands and perceive multiple aspects of brand equity. A very important point in brand value is that all target markets need to understand their brand value in order to achieve significant success, and therefore, the assessment of a brand value should be based on customer observations.
Customer satisfaction is considered as a set of business beliefs that lead to creating value for customers, anticipating and managing their expectations; a responsibility that leads to meeting their needs, and is considered as one of the most important criteria for determining the quality of a brand. In marketing literature, the concept of experience has been discussed and examined in various fields such as shopping experience, product experience, beauty experience, service experience, consumption experience, and consumer experience. In addition to customer satisfaction with brand equity, some researchers directly or indirectly link customer emotional commitments with brand equity. Researchers consider customer emotional commitment to be part of brand power. Researches have mainly linked emotional commitment to brand equity through the dimensions of brand equity. In some recent empirical studies, emotional commitment has been examined as a prerequisite for brand equity, because it is expected that when customers feel similarity to a particular brand and develop a strong emotional attachment to it, the value of brand equity will increase.
The researcher seeks to answer the question: does the sensory experience of the brand through customer emotional commitment, customer satisfaction, and brand equity have a significant effect on brand loyalty in the Iranian language center in Gilan province?
Theoretical framework
Brand loyalty:
Brand loyalty refers to a customer's enduring desire to purchase a particular brand repeatedly and prefer it over competing brands, even in the face of price changes or competitor promotions. This loyalty can be due to ongoing satisfaction, emotional connection, perceived quality, or buying habits. Loyal customers are more likely to make repeat purchases and usually increase their purchase volume over time, leading to sustained sales growth (Ajalli et al., 2023).
Brand equity:
If we put different brand labels on two identical products, the brand with higher equity will attract more customers. Brand equity creates commitment and loyalty in customers, which leads to repeat purchases and maintaining market share. High equity leads to better brand recognition in the market, which in turn facilitates sales and attracts new customers. When brand equity is high, marketing efforts are more effective and help save on advertising costs (Tasci, 2021).
Emotional Brand Commitment:
Emotional customer commitment is the degree of attachment and emotional connection that a customer feels towards a brand, product or organization. This commitment goes beyond ordinary satisfaction and includes a sense of belonging, interest, and a desire to maintain a long-term relationship with the brand (Rehman & Shafiq, 2019). In other words, when a customer has a strong emotional feeling towards the brand, they not only buy, but also become attached and committed to the brand (Afshardoost et al., 2023).
Sensory Brand Experience:
Sensory brand experience refers to the set of perceptions and feelings that customers experience through the five senses (sight, hearing, smell, taste and touch) when interacting with the brand. Simply put, brands that use the customer's senses to create an experience can establish a deeper, more lasting and more emotional connection with customers (Zha et al., 2022).
Customer Satisfaction:
Customer satisfaction refers to a customer's positive or negative emotional feeling or reaction to their experience of purchasing a product or service. This feeling arises from a comparison between the customer's expectations and their perception of the actual performance of the brand or product. If the brand's performance is equal to or higher than the customer's expectations, satisfaction is achieved; if it is lower than expected, dissatisfaction is formed (Iglesias et al., 2019).
Imanian (2025) stated in a study that social media marketing activities have a positive and significant effect on customer brand loyalty through brand equity and fair value. Amiri & Dastranj (2024) stated that the level of perceived customer satisfaction had a positive and significant effect on their brand loyalty. Majidi Jamnani et al. (2024) conducted a study titled "Investigating the Effect of Brand Experience Dimensions on Brand Satisfaction and Brand Loyalty with the Mediating Role of Brand Attitude and Brand Attachment" and concluded that brand attitude and brand attachment play a mediating role on the relationship between brand satisfaction and brand loyalty.
Research Methodology
The present study is applicable in terms of purpose, and descriptive-survey in terms of data analysis. The statistical population of the study was 750 language learners of the Iran Language Center of Gilan. 261 people were selected as a statistical sample based on the Krejci and Morgan table and simple random sampling method, and responded to questionnaires taken from the research (Iglesias et al., 2019). Confirmatory factor analysis was used to determine the validity of the research tool, and Cronbach's alpha coefficient was used to determine the reliability of them. Descriptive and inferential statistical methods were used to analyze the collected data. To test the research hypotheses, the Kolmogorov-Smirnov test was used to examine the normality of the data distribution, and the structural equation technique was used to examine the effect of independent and mediating variables on the dependent variable using the SmartPLS statistical software.
Research Findings
Descriptive statistics related to demographic information are shown in Table (2). The results showed that 47.893% of the respondents were male and 52.107% were female. 1.916% of the respondents were aged 16 to 20 years, 32.95% between 21 and 30 years, 52.107% 31 to 40 years, 111.11% 41 to 50 years and 0.766% were over 50 years, and 149.1% did not respond to this option. 8.429% of the respondents were under diploma, 37.548% had a diploma, 8.046% had an associated degree, 29.885% had a bachelor's degree, 15.709% had a master's degree and above. 0.383% did not respond to this option. Marital status: 2.682% of respondents were single and 96.935% were married. Also, 0.383% did not respond to this option. Occupational status: 37.548% of respondents were housewives, 37.548% were employees, 18.391% were freelancers, 3.448% were students, and 1.916% were unemployed. Also, 1.49% did not respond to this option. The length of time they had been familiar with the Iranian language center brand was for 6.897% of respondents under 2 years, 34.1% 2 to 5 years, 42.912% 5 to 9 years, and 15.709% 9 years and above. Also, 0.383% did not respond to this option. As is clear from the data in Table (3), the mean score of the brand loyalty variable according to respondents is 3.999, the standard deviation is 0.649, and the variance is 0.422. Also, the lowest score related to this variable according to respondents is 1.667 and the highest score is 5. The mean score of the brand sensory experience variable according to respondents is 3.95, the standard deviation is 0.663, and the variance is 0.44. Also, the lowest score related to this variable according to respondents is 1 and the highest score is 5. The mean score of the customer emotional commitment variable according to respondents is 4.171, the standard deviation is 0.661, and the variance is 0.437. Also, the lowest score related to this variable according to respondents is 2 and the highest score is 5. The mean score of the customer satisfaction variable according to respondents is 3.958, the standard deviation is 0.745, and the variance is 0.555. Also, the lowest score for this variable from the respondents' perspective is 1.667 and the highest score is 5. The average score for the brand equity variable from the respondents' perspective is 4.197, the standard deviation is 0.773, and the variance is 0.598. Also, the lowest score for this variable from the respondents' perspective is 1 and the highest score is 5.
Conclusion
The present study was conducted with the aim of investigating the effect of brand sensory experience on brand loyalty with an emphasis on the drivers of brand equity, customer satisfaction, and customer emotional commitment. In this regard, it can be stated that the role of brand sensory experience in customer emotional commitment is very key and strategic; because sensory experience directly affects customer perception, feeling, and behavior; and can lead to the creation of a deep emotional relationship between the customer and the brand. The results of the second hypothesis test showed that brand sensory experience has a positive and significant effect on customer satisfaction. In this regard, it can be stated that the role of brand sensory experience in customer satisfaction is very important and fundamental, because today's customers do not pay attention just to the quality of the product or service any longer, but the overall experience of interacting with the brand is important to them; an experience perceived through the five senses and leads to the formation of positive emotions and ultimately satisfaction. The results of the third hypothesis test showed that the brand's sensory experience has a positive and significant effect on brand equity. In this regard, it can be stated that in today's competitive world, sensory experience is beyond a simple interaction with a product or service and has become one of the most important factors in building, strengthening, and differentiating brand equity. The brand's sensory experience is one of the most effective factors in building and promoting brand equity, because it directly affects customer perception, feelings, and behavior. The results of the fourth hypothesis test showed that brand equity has a positive and significant effect on customer loyalty to the brand. In this regard, it can be stated that the role of brand equity on customer loyalty to the brand is one of the key issues in the fields of marketing, brand management, and consumer behavior. Research shows that brands with strong brand equity have a greater chance of retaining loyal customers and are even more resistant to competitors. The results of the fifth hypothesis test showed that emotional commitment has a positive and significant effect on brand equity. In this regard, it can be stated that emotional commitment, as a strong emotional bond between the customer and the brand, can play a significant role in the formation, strengthening, and sustainability of brand equity. Customer emotional commitment plays a key role in the formation and strengthening of brand equity. By creating loyalty, positive associations, emotional interactions, and brand recommendations, this commitment gives the brand more value from the consumer's perspective and stabilizes its position in the market. The results of the sixth hypothesis test showed that customer satisfaction has a positive and significant effect on brand equity. In this regard, it can be stated that satisfied customers are not only more likely to repurchase, but also play an active role in strengthening the brand image, increasing loyalty, and improving the public perception of the brand, all of which are key components of brand equity. Satisfaction is the first step to creating loyalty. Satisfied customers are more likely to repeat purchases and prefer the brand over competitors, which is one of the most important components of brand equity. Satisfied customers perceive the brand as having higher quality than that of competitors, even if there is not much difference technically. The results of the seventh hypothesis test showed that emotional commitment plays a mediating role in the impact of the brand sensory experience on brand equity. In this regard, it can be stated that sensory experience alone increases brand equity, but when this experience leads to emotional commitment, its effect on brand equity will be much stronger and more sustainable. The sensory experience of a brand creates part of the brand value directly and part through the customer's emotional reactions (i.e., emotional commitment). The results of the eighth hypothesis test showed that customer satisfaction plays a mediating role in the impact of the sensory experience of a brand on brand equity. In this regard, it can be stated that when a brand can provide a pleasant experience through the five senses (such as beautiful design, pleasant sound or music, pleasant smell of the store, appropriate touch and taste of the product), this experience leads to a pleasant feeling, memory formation, and ultimately customer satisfaction. The sensory experience of a brand may directly affect brand value, but when customer satisfaction is included as an intermediary, this effect becomes more sustainable, deeper, and more predictable. It leads to behavioral and attitudinal loyalty, and ultimately transforms from a short-term experience into a long-term understanding of brand value. According to the results of the present study, the following suggestions and recommendations can be made: Considering the confirmation of the relationship between the sensory experience of a brand with emotional commitment and customer satisfaction, and brand equity, it is suggested that the managers of the Iranian Language Center try to define human emotions for the Language Center brand by using advertisements and content presented in this format. For example, they can display the sense of being a pioneer, being luxurious, etc. in the form of images of people who play the role of language learners in outdoor or television advertisements, to implicitly instill in the audience that being in the center makes them a pioneer or luxurious, etc. One of the things that can be useful in this regard is the use of famous Iranian symbols and personalities to introduce the characteristics that customers tend to feel. These findings are consistent with the results of the Kaveh Haghighi (2021), Rehman & Shafiq (2019), and Khan & Fatma (2019). Regarding the limitations of the present study, it can be said that people have differences in terms of personality characteristics, which were not considered in this research. According to the view of Coelho et al., (2018), these personality differences can affect the results of hypothesis testing. Therefore, future researchers are advised to conduct similar research focusing on the personality characteristics of the respondents and compare their results with each other. 

Abstract Abstract
The main objective of this research is to identify and prioritize factors affecting the development of Internet of Things (IoT)-based businesses in Iran. This research is applicable in terms of purpose, and descriptive and survey in terms of methodology. It was conducted using content analysis method and in two qualitative and quantitative stages. In the qualitative stage, the required data were collected and analyzed by using semi-structured interviews with 8 experts in the field of information technology in Kermanshah science and technology parks and professors working in related universities. In this stage, 6 main factor categories were identified, including financial-economic, technological, cultural-social, political-legal, human, and managerial factors, as well as 22 sub-criteria. In the quantitative stage, the factors were prioritized using the Analytic Hierarchy Process (AHP) technique and Expert Choice software. The research findings showed that among the factors affecting the development of IoT-based businesses, the financial-economic factor has the highest priority, and the managerial factor has the lowest.
Introduction
The evolution of the Internet began with the connection of computers. Later, many computers were connected to each other, creating the World Wide Web. Then, mobile devices were able to connect to the Internet, which led to the mobile Internet technique. People began to use the Internet through social networks. Finally, the idea of ​​connecting everyday objects to the Internet was proposed, which led to IoT technology (Internet of Things). When the concept of such a connection emerged, various companies focused on it and tried to recognize its importance and began to identify its role and future aspects related to it. Then these companies began to invest in this area in different periods but at certain intervals (Korade et al., 2019). From an economic perspective, the Internet of Things can transform business models and provide new solutions for creating added value. Using data generated by IoT devices, digital businesses can better understand customer needs and optimize their products and services (Manyika et al., 2015). Due to the increased productivity resulting from IoT, many advanced countries such as the United States and Japan have developed special strategies for the development of this technology (Lee et al., 2019). According to research, the market size of IoT equipment in 2018 was nearly $2 billion, which is expected to reach more than $11 billion by 2026 (Wang et al., 2021). In Iran, several studies have examined the capabilities of the Internet of Things in various fields and emphasized its importance in economic development and improving productivity (Razavi et al., 2019). Given the increasing importance of the Internet of Things in the future of the digital economy, it is necessary to identify and analyze the key factors affecting the development of businesses related to this technology in a scientific and systematic manner in order to provide a basis for effective planning and policymaking. Despite the efforts made, a review of the research background shows that previous studies have had a limited focus on identifying the factors affecting the development of these types of businesses or have not conducted a comprehensive and structured study of them. The present study seeks to fill this gap and was designed and presented with the aim of providing a scientific framework for it; therefore, this study seeks to answer the question from a perspective different from previous studies: what are the factors affecting the development of IoT-based businesses and what is their priority?
Theoretical Framework
The Internet of Things is a conceptual paradigm that connects billions of Internet-enabled devices to exchange data between themselves and their environment and enable intelligent interactions. This paradigm is a digital-physical infrastructure that establishes a connection between the physical environment and digital systems (Whitmore, 2015).
Ajalli et al., (2023) examined how the Internet of Things affects human resource management in the Fourth Industrial Revolution. This study states that the Internet of Things, as a paradigm in which objects equipped with sensors, actuators, and processors communicate with each other, enables the creation of digital workflows and the simplification of human resource management processes. These findings are important for the development of IoT-based businesses, because using this technology to simplify processes and increase efficiency can help improve organizational performance, including in the field of human resource management.
Rezaei et al., (2022) examined the role of artificial intelligence in optimizing IoT data and its impact on Iranian businesses. The results of this study showed that integrating IoT and artificial intelligence can create a significant competitive advantage for businesses. This study used the Big Data analysis method to examine the effects.
Khan et al., (2024) in a study titled IoT Adoption in the Fourth Industrial Revolution showed that success in implementing IoT requires combining it with complementary technologies such as AI, big data, and cloud computing; and factors such as digital infrastructure, human resource skills, and cybersecurity are influential.
Prasetyo et al., (2023) studied the key success factors in implementing the Internet of Things in Indonesian automotive companies, and the results showed that factors such as strategic alignment with organizational goals, top management support, technology readiness, employee training, supply chain digitization, and the use of smart products play a decisive role in the success of implementing the Internet of Things.
Research Method
This research is applicable in terms of purpose, and descriptive and survey in terms of methodology. It was conducted using the content analysis method. The statistical population of this study included experts and specialists in the field of information and communication technology who were working in companies present in science and technology parks and university growth centers. The statistical sample in the qualitative section included 8 experts and specialists selected from the Kermanshah Science and Technology Park, Kermanshah Innovation Factory, and professors at Razi University of Kermanshah. The sampling method was snowball sampling. The statistical sample in the quantitative part consisted of 15 people, 6 of whom were the same participants in the interview and 9 others were selected from among the experts and specialists and added to them.
Research findings
After a careful and meticulous review of the interviews and content analysis, the main codes and concepts were extracted. The extracted codes were analyzed in the first coding stage and evaluated several times to extract categories from it. After identifying; 6 main factor categories and 22 sub-criteria was obtained, and in the next stage, the Analytic Hierarchy Process (AHP) method was used for quantitative analysis. 15 questionnaires were distributed among the experts, and pairwise comparisons were made with the Expert Choice software.
Conclusion
The results of this study are consistent with the findings of many previous studies. Specifically, the role of economic investment, the importance of technological infrastructure, and the effect of education and awareness on the adoption of the Internet of Things has also been confirmed in the studies of Hossain et al. (2015), Zhang et al. (2021), Li et al. (2020), and Khan et al. (2019). Also, the impact of sanctions and legal problems on the development of this technology in Iran is consistent with the results of Wang et al. (2020). Studies such as Camarinha-Matos et al. (2009) and Sadeghi et al. (2020) also consider the role of organizational cooperation in the success of IoT-based businesses to be similar to the findings of this study.
According to the results of this study, one of the solutions used in the world in the field of IoT businesses and their development is the use of venture capitalists. Despite economic and political problems at the international level prevent the introduction of new technologies and the country's synchronization with them, a country like Iran, which has a large workforce of experts in various fields of information technology; however, needs to find new ways to improve its economy and its position in the international arena; therefore, the importance of the Internet of Things for a country like Iran is obvious and can play a role in all fields. On the other hand, West Asia and North Africa are currently the second largest Internet of Things market, which the UAE, Saudi Arabia and Turkey have taken over. While Iran can be a developer and play a decisive role in the heart of this region and earn significant profits and thereby bypass sanctions.
Iran also has the largest number of metropolises in the Middle East, in which cities such as Tehran, Mashhad, Isfahan, etc. are always struggling with optimal urban management. Becoming smart cities, using smart cars and home appliances connected to the Internet of Things can play a significant role in improving and preventing the problems caused by them.
One of the most important reasons given for the incorrect and late functioning of Internet-connected objects is the slowness in sending them in these fields. By developing smart networks based on the Internet of Things, such problems can be overcome.
Businesses and stakeholders should pay special attention to investing in information and communication technology infrastructure to be able to benefit from the benefits of the Internet of Things. Businesses themselves should pay attention to continuous research and development in the field of the Internet of Things to be able to keep up with rapid technological changes. Designing and implementing training programs for employees and users can help improve their awareness and capabilities in using the Internet of Things.
Creating and strengthening cooperation networks between businesses and different organizations can help exchange information and resources. Businesses should also pay special attention to collecting and analyzing customer feedback to be able to better identify their needs and improve their services. 

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

Abstract Abstract The present study was conducted with the aim of investigating the effect of knowledge management strategies for reducing organizational trauma with respect to the mediating variable of emotional intelligence in small and medium businesses in Anar County. This research is applicable in terms of its purpose, and descriptive in terms of its type and nature. The statistical population of this study includes 250 employees of small and medium businesses in Anar County. Due to the relative limitation of the statistical population, all its members were selected as a sample, and questionnaires were distributed and collected among them using the census method. To determine the validity of the questionnaires, the content validity ratio (CVR) and content validity index (CVI) were used. Finally, Cronbach's alpha coefficient was used to determine the reliability of the questionnaires. In order to examine the research hypotheses, structural equation modeling (SEM) through Smart PLS software was used. Based on the results, knowledge management strategy has a significant effect on reducing organizational trauma with respect to the mediator variable of emotional intelligence in small and medium-sized businesses. Introduction In organizations, knowledge management strategy and emotional intelligence are key factors for reducing organizational trauma. Organizational trauma refers to the negative effects of traumatic events on individual and organizational performance, which can lead to a decrease in employee trust and motivation. Knowledge management includes the processes of creating, collecting, and sharing knowledge that can lead to competitive advantage, and is divided into two types of explicit and tacit knowledge. Emotional intelligence is related to the ability to understand and manage one's own and others' emotions and can facilitate the improvement of personal relationships and employee resilience. Combining knowledge management strategies and strengthening emotional intelligence can create a healthier work environment and make employees more resilient to traumatic events (Moallemian & et al., 2021). In today's world, especially in small and medium-sized businesses, psychological pressures and organizational crises have increased, and organizational trauma can lead to reduced productivity and burnout. Knowledge management as a strategic approach can help reduce organizational trauma by facilitating the flow of information and enhancing learning. Also, emotional intelligence as a mediating factor can strengthen the effectiveness of knowledge management in reducing organizational trauma. This research focuses on small and medium-sized businesses and identifies effective mechanisms in reducing psychological harm, while also paying attention to the lack of studies in this field (ILO, 2023). The results of this research will not only help improve mental health and increase productivity in SMEs, but can also be a model for other organizations in dealing with crises and human knowledge management; in other words, researchers seek to answer the question: does knowledge management strategy have a significant effect on reducing organizational trauma with respect to the mediator variable of emotional intelligence in small and medium-sized businesses? Theoretical foundations Knowledge management Today, human life is influenced by cyberspace and new concepts such as knowledge-based society and knowledge management. The emergence of knowledge management as a response to organizational changes and knowledge-based jobs has led to flatter structures and reduced bureaucracy. These changes have necessitated the need for innovation and increased learning in organizations and have exacerbated the uncertainty of the business environment. Knowledge management is divided into two types of knowledge: Explicit knowledge: objective and expressible knowledge available in information systems, documents, and databases. Implicit knowledge: informal and experiential knowledge that is in the minds of individuals and is difficult to transfer (Behboudi & Sohrabi, 2019). Organizational trauma Organizational trauma theory addresses the trauma and emotional trauma that organizations experience. Similar to individual psychological trauma, this theory refers to the negative effects of frightening experiences on organizational performance and behavior (Abbasikhah & Behboudi, 2016). Spiegel (2008) defines trauma as a disorder in an individual’s control, and Corsini (2002) considers it the result of painful events that have lasting effects on the individual’s personality. Trauma can reduce an individual’s ability to cope with adverse situations and can lead to symptoms such as desensitization and decreased immunity (Kelly, 2014). Horman and Vivan (2017) define organizational trauma as dysfunctional changes in organizational behavioral patterns that can have negative effects on the development and identity of the organization (Venugopal, 2016). Failure to pay attention to this phenomenon can reduce the organization’s ability to deal with crises (Kleinberg, 2016). Organizational trauma theory is known as a framework for understanding stressors and providing effective solutions for their management (Rozensky et al., 2016). This phenomenon is especially common in service organizations and can create an atmosphere of despair and hopelessness in the organization. Employees in these organizations are affected by the situation, and their skills and motivation may be affected (Jirek, 2020). Emotional Intelligence As one of the key topics in psychology, intelligence includes traits and talents that are not directly observable. In 1958, Gardner proposed the theory of multiple intelligences, one of which is emotional intelligence (Kelishami et al., 2016). Mayer and Salovey defined emotional intelligence as the ability to recognize and manage one’s own and others’ emotions (Rezaei Dizgah et al., 2018). Research shows that emotional intelligence can predict mental health and lead to a positive outlook, optimism, and more stable social relationships (Dakal, 2016). Research Background Zhang and Zheng (2023) conducted a study entitled “Investigating how emotional intelligence affects knowledge management strategies and its impact on organizational resilience.” The results show that emotional intelligence can act as a mediator in improving knowledge management strategies. Mohammad and Ali (2022) conducted a study entitled Investigating the Effect of Knowledge Management Strategies on Reducing Organizational Trauma and the Mediating Role of Emotional Intelligence. The results indicate the importance of emotional intelligence in improving the positive effects of knowledge management. Research Methodology This study is "applicable" in terms of its purpose, and "descriptive" in terms of the method of data collection. The statistical population of this study included 250 employees of small and medium-sized businesses in Anar County. Given the relative limitations of the statistical population, all its members were selected as a sample and a questionnaire was distributed and collected among them using the census method. 8 items and 2 components (written knowledge management strategy, personal knowledge management strategy) were extracted from the Knowledge Management Strategy Questionnaire by Lopez-Nicolas and Merono-Cardin (2011);, 22 items and 5 components (goals, structure, technology, people, environment) from Organizational Trauma Questionnaire (Dihim and Dolati, 2017); and 28 items and 4 components (self-awareness, self-management, social awareness, relationship management) from Bradbury and Graves' (2004) Emotional Intelligence Questionnaire. Also, the Content Validity Ratio (CVR) and Content Validity Index (CVI) were utilized to determine the validity of the questionnaires. Finally, Cronbach's alpha coefficient was used to determine the reliability of the questionnaires. Structural equations were used to analyze the data and examine the relationships between variables. This method allows us to examine the direct and indirect effects of variables and identify more complex structures. The use of structural equations in this study helps to comprehensively and accurately analyze the relationships between knowledge management strategy, emotional intelligence, and organizational trauma. Findings There is a significant effect between knowledge management strategy on reducing organizational trauma with respect to the mediator variable of emotional intelligence in small and medium-sized businesses. The path coefficient of the variable between knowledge management strategy and organizational trauma in small and medium-sized businesses is -0.520, and the t-statistic is -4.902. The path coefficient of the variable between knowledge management strategy and emotional intelligence in small and medium-sized businesses is -0.968, and the t-statistic is -13.768. The path coefficient of the variable between emotional intelligence and organizational trauma in small and medium-sized businesses is -0.751, and the t-statistic is -6.445. Therefore, there is a significant effect between knowledge management strategy on reducing organizational trauma with respect to the mediating variable of emotional intelligence in small and medium-sized businesses. Discussion and Conclusion The main objective of this study was to investigate the effect of knowledge management strategies on reducing organizational trauma with respect to the mediating role of emotional intelligence in small and medium-sized businesses. The results of the main hypothesis showed that knowledge management strategies lead to an increase in the emotional intelligence of employees and, as a result, organizational trauma is reduced. These findings are consistent with the results of previous research of Moallemian et al. (2021) and Karimian Eqbal (2019), and emphasize the importance of knowledge management and emotional intelligence in reducing organizational trauma. Based on the studies conducted, it can be concluded that knowledge management strategies not only help reduce organizational trauma, but also play a positive role in strengthening the emotional intelligence of employees. These communications can help small and medium-sized business managers to improve organizational conditions and prevent the occurrence of organizational trauma by effectively applying these strategies. Knowledge management strategies include collecting, storing, and sharing information and knowledge in organizations. These strategies can help reduce organizational trauma because they increase the sense of security and trust in employees by creating a learning culture and improving internal communications. The results of this study are consistent with the results of Morris et al. (2021) and Johnson et al. (2021). Knowledge management strategies can help develop emotional intelligence in employees. By providing learning opportunities and sharing experiences, employees can strengthen their social and emotional skills. The results of this study are consistent with the results of Smith et al. (2020) and Nicholas et al. (2019). Emotional intelligence is known as a key factor in managing stress and coping with challenges. People with high emotional intelligence are better able to cope with organizational pressures and prevent organizational trauma. The results of this study are consistent with the research of Harris et al. (2020) and Garcia et al. (2019).

Abstract Abstract The aim of this study is to identify the factors affecting the development of digital entrepreneurship and the launch of sports startups in Iran. The research method is descriptive-survey and based on the structural equation modeling approach. The statistical population of the study consisted of university professors and experts in the field of sports entrepreneurship and startups. The sample size was estimated and selected based on the sufficient number for modeling in PLS software to be 10 to 20 times the number of variables with the most questions (development of digital entrepreneurship and the launch of startups, 12 questions). Of these, 167 questionnaires were fully answered and entered the analysis process. Scientific and executive experts were consulted to assess content validity. Then, composite reliability and construct validity were examined and confirmed in the final stage using PLS software. The results showed that required technology and innovation (0.74), conducting research and development (0.40), obtaining the required capital (0.81), government support and laws and regulations (0.45), marketing and customer acquisition (0.55), and networking and strategic partnerships (0.63) have a significant effect on the development of digital entrepreneurship and the launch of startups. The research findings indicate that the launch of startups is based on several key factors; the connection of these factors shows that success in digital businesses requires the creation of an effective ecosystem in which a culture of innovation and the provision of necessary support exist, and also the ongoing and reciprocal processes between these components help entrepreneurs to succeed sustainably in today's competitive and complex environment. Introduction Digital entrepreneurship, as one of the most dynamic economic sectors in the present era, has provided countless opportunities for value creation and transformation in various industries by utilizing modern information and communication technologies. In Iran, despite significant potential in the field of young and educated human resources, the penetration rate of the Internet and smartphones, as well as the growing interest in sports and physical activities, the field of digital sports entrepreneurship is still in its early stages of development (Mandalizadeh et al., 2023). Launching digital sports startups can significantly help solve many of the challenges in the country's sports ecosystem, including limited access to facilities and infrastructure, a shortage of expert coaches, a lack of comprehensive sports management systems, and the need to create more effective communication between activists in this field (Golara et al., 2025). The main issue of this research is how to develop digital entrepreneurship and successfully launch sports startups in Iran. This involves an in-depth and multifaceted examination of key factors influencing this process. These factors can include technological infrastructure (access to high-speed internet and digital platforms), supportive government policies and regulations (laws related to online businesses, financial and credit support, and licensing facilitation), access to capital (including venture capitalists, accelerators, and investment funds), training and skills development (training in digital entrepreneurship and the skills necessary to develop sports products and services), a culture of entrepreneurship and risk-taking in society, and market potential and consumer needs in the field of sports. Despite significant potential such as a young and educated workforce, high internet and smartphone penetration, and the growing interest of society in sports; the field of digital sports entrepreneurship in Iran is still in its early stages of development. This situation leads to the loss of many opportunities for innovation, job creation, and improving the quality of sports services in the country. However, achieving this goal requires identifying and carefully examining the factors affecting the development of this type of entrepreneurship, as well as the obstacles to the launch and growth of digital sports startups in the context of Iranian society. Digital sports startups can solve challenges such as limited access to sports facilities and infrastructure, a shortage of expert coaches, the lack of comprehensive sports management systems, and the need to create more effective communication between activists in this field. However, to achieve this goal, it is necessary to accurately and comprehensively identify the factors affecting the development of this type of entrepreneurship and the launch and growth of digital sports startups in the context of Iranian society. Therefore, the researcher in this study seeks to find out: what are the factors affecting the development of digital entrepreneurship and the launch of sports startups in Iran?  Theoretical Framework Digital Entrepreneurship Digital entrepreneurship, as an emerging paradigm in the global economy, goes beyond the mere use of digital tools and is rooted in fundamental changes in the way value is created, delivered, and created in the business environment. This concept is based on various theories, including Schumpeter's entrepreneurship theory (innovation and creative destruction), resource and capability theory, and network theory (Ratten & Thompson, 2020). Digital Entrepreneurship in Sports Digital entrepreneurship in sports means the use of digital technologies to create, develop, and deliver new sports products and services (Ratten & Thompson, 2020). Sports Startups Sports startups are a combination of entrepreneurial principles, technological innovation, and the specific needs of the sports ecosystem. These phenomena can be examined from the perspective of various theories. Alomar & Alatawi. (2025) in a study titled Assessing the Challenges of Metaverse-Based Digital Entrepreneurship in Saudi Arabia showed that three challenges, namely market fragmentation, technical complexity, and revenue generation and monetization models, were highlighted in the findings as the main influencing factors in the cause group, while the remaining five challenges; infrastructure and connectivity, social and ethical considerations, user acceptance and interaction, privacy and security, and intellectual property protection were classified in the disabled group and were significantly affected by the challenges in the cause group. Zeynalov & Doğantan. (2025) conducted a study titled The Effect of Digital Literacy and Entrepreneurship Education on Digital Entrepreneurship Intention with the Mediating Role of Personal Innovation. The statistical sample of this study consisted of active undergraduate and associate students enrolled in the tourism programs of Anadolu University Open Education System. A total of 382 valid questionnaires were received from the students. The reliability and validity of the model were assessed through confirmatory factor analysis. Partial least squares structural equation modeling was used to test the hypotheses. The results show that digital literacy, entrepreneurship education, and personal innovation are important factors in increasing the entrepreneurial intention of tourism students. Research Methodology This research is "applicable" in terms of its purpose, "descriptive-survey" in terms of its data collection method, and is based on structural equation modeling. The statistical population of the research consists of university professors and experts in the field of sports entrepreneurship and startups. A sufficient number of statistical samples were selected and surveyed in a purposeful and accessible manner to test the model (167 people). The Kolmogorov-Smirnov test was used to test the naturalness of the data. Based on the results of the Kolmogorov-Smirnov test, considering that the significance level of all variables is less than 0.05, the assumption of normality of all variables is rejected at a 95% confidence level and therefore all variables are non-normal; As a result, the confirmation of the relationships between variables and factors is done through confirmatory factor analysis and structural equation modeling technique using Smart PLS3 software, which is a variance-based path modeling technique and allows the examination of theory and measures simultaneously. This method is used in cases where the model is complex or the sample size is small or the distribution of variables is not normal. Research findings The DENP method (a combination of DEMTEL and the Analytic Network Process (ANP)) was used to prioritize the effective factors. The results showed that membership, faith, altruism, work conscience, organizational commitment, chivalry, respect and honor, civic virtue, conscientiousness, and performance feedback are in the first to tenth priority, respectively.  Conclusion The present study aimed to investigate the factors affecting the development of digital entrepreneurship and the launch of sports startups in Iran. The results of this study are consistent with the results of Yarahmadi et al. (2021), Goodarzi et al. (2023), Mohammadi et al. (2023), Alomar & Alatawi (2025), Dabbous et al. (2023), Pirjamadi et al. (2022), Ratten (2021), Ramzaninezhad et al. (2019), Negahdari et al. (2019), Nazemian Ardekani et al. (2023), and Zhou & Cen (2024). In general, it can be said that the development of digital entrepreneurship and the launch of startups is based on several key factors. These factors include technology and innovation, research and development, fundraising, government support and regulatory frameworks, marketing strategies, and effective networking relationships. The combination of these factors shows that success in digital businesses requires the creation of an effective ecosystem in which there is a culture of innovation and the provision of necessary support. The ongoing and reciprocal processes between these components help entrepreneurs to succeed sustainably in today's competitive and complex environment. Considering the results of this research, the following suggestions are made:  - The government and responsible institutions should strengthen digital and information technology infrastructure so that entrepreneurs can optimize their processes using modern tools.  Allocating financial resources and facilities to researchers and innovators to develop new products and services in order to create new markets and improve quality can have a significant impact.  Setting up venture capital funds and facilitating access to capital through government and private programs can help early-stage entrepreneurs.

Abstract Abstract This study was conducted to investigate the impact of digital technologies on the evolution of human resource management practices at the head office of Tehran Telecommunications Company. 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. The statistical population of the study included all managers, experts, and human resource employees of the company who interacted with digital human resource management systems. A mixed sampling method was used, included a stratified random sampling of 200 people in three organizational layers (employees, human resource experts, and managers). 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 research findings show that all research hypotheses have been confirmed. The main limitation of the study was the focus on a specific organization, which limits the generalizability of the results. It is suggested that future studies be conducted with a wider sample and in different industries to provide more comprehensive patterns of the impact of digital technologies on the transformation of human resource management practices. Introduction The integration of digital technologies into human resource management practices has emerged as a transformative paradigm in the contemporary organizational landscape (Dyakiv et al., 2024). In the face of the increasing complexities of the digital age, the application of advanced technologies such as artificial intelligence, big data processing and cloud computing has transformed the traditional foundations of human resource management and has led to qualitative improvements in efficiency and effectiveness in various dimensions of this field (Wahyudi et al., 2023). Digital transformation in human resource management faces profound challenges that require special attention. Organizational resistance at various levels, from employees to senior managers, is considered the first and biggest obstacle. Employees are afraid of being replaced by intelligent systems, while senior managers are dependent on traditional management methods (Gupta, 2024). This resistance is intensified when the organization cannot clearly explain the real benefits of digital transformation. The next challenge is data security, which has become a red line in this process due to the sensitivity of personal and organizational information in human resource management systems. Any security flaw can have irreparable consequences for the organization (Chen et al., 2024). High implementation costs are the third major obstacle that has faced many organizations, especially small and medium-sized enterprises, with difficulties. These costs include not only the purchase of hardware and software, but also the hidden costs of training, updating and maintaining systems (Zisis & Polydoros, 2024). The skills gap among human resource management professionals is another challenge that poses a problem for the digital transformation process. The digital transformation of human resource management in Iran faces deep structural challenges rooted in the country's special economic, cultural and technological conditions. Operational solutions are proposed to overcome the challenges. Accordingly, the question arises: what impact do digital technologies have on the transformation of human resource management practices in the digital age? Theoretical Framework Digital transformation in human resource management faces profound challenges that require special attention. Organizational resistance at various levels, from employees to senior managers, is the first and biggest obstacle. Employees fear being replaced by intelligent systems, while senior managers are dependent on traditional management methods. Digital technologies and the mediating role of skills development Digital technologies, as new tools in human resource management, have been able to change traditional management frameworks and provide new ways to train, evaluate, and develop employees. According to the study by Zaborovskaia et al. (2020), digital transformation not only improves operational processes, but also has a direct impact on the transformation of human resource management practices by improving employee skills as a mediating factor. In other words, digital technologies increase the ability of organizations to adapt to environmental changes and innovations by providing tools for online training, knowledge management, and professional development of employees (Barykin et al., 2020). The use of digital technologies in human resource management equips employees with the necessary skills to work with modern tools and analytical data. These skills include the ability to work with human resource information systems, use data analysis for decision-making, and use artificial intelligence in recruitment and performance evaluation processes (Trochi et al., 2021). Employees with higher digital skills adapt more easily to organizational changes and play a more active role in achieving human resource transformation goals (Zhang et al., 2024). The moderating role of employee resistance Employee resistance to digital change is one of the main challenges in implementing HR transformation processes. This resistance can be due to fear of unemployment, lack of trust in new technologies, or lack of necessary skills. According to the findings of Barykin et al. (2020), employee resistance can reduce the impact of implementing digital technologies on HR transformation, and the moderating role of this resistance determines the extent to which an organization is successful in implementing digital changes. In addition, effective management of employee resistance includes providing appropriate training, involving employees in the change process, and creating a supportive organizational culture. These measures reduce concerns and increase acceptance of digital changes, and ultimately enable the effective implementation of new technologies in the organization. Studies show that employee resistance is not only a barrier but can also act as a moderating factor; that is, the level of resistance affects the intensity and direction of the impact of digital technologies on HR performance. Research Methodology 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. The statistical population of the research includes 420 employees, human resources experts, and managers of the Tehran Telecommunications Company's head office, 200 of whom were selected as a sample using a stratified random method using the Cochran formula. A researcher-made 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 must be greater than 0.5. Research findings The findings showed that digital technologies, by empowering employees and improving technical and managerial skills, drive human resource processes towards efficiency, flexibility, and innovation. This finding emphasizes that technology alone is not enough to create transformation and that human empowerment is essential as an intermediary link between technological investment and managerial achievements. Therefore, organizations should simultaneously focus on implementing new technologies and developing employee skills to achieve sustainable human resource transformation. The research results show that the impact of digital technologies on human resource management practices largely depends on the level of employee acceptance or resistance. Positive employee acceptance increases the impact of technologies on innovation and improvement of human resource processes, while employee resistance is one of the main obstacles to digital transformation. This finding highlights the importance of change management, employee participation, and creating a culture of technology acceptance, and shows that the success of human resource transformation will not be achieved without considering employee attitudes and behavior. Conclusion The findings of the present study show that digital technologies, by mediating the role of skill enhancement, have an impact on the transformation of human resource management practices of experts at the head office of Tehran Telecommunications Company. Various studies indicate that digital technologies, by enhancing employees' skills, increase their ability to use modern management tools and facilitate the transformation of human resource practices. For example, Blanka et al. (2022) state that digital technologies, by providing e-learning platforms, process automation systems, and data analysis software, pave the way for employee empowerment and cause human resource management to change from the traditional experience-based and rigid rules-based approach to data-driven, flexible, and advanced approaches. From a theoretical perspective, this finding is consistent with the theory of "capability-based resources." This theory emphasizes that an organization's sustainable competitive advantage does not come solely from tools and technologies, but from their combination with human capabilities. Accordingly, digital technologies lead to value creation when they are combined with employee skills and competencies. This finding is also consistent with previous research. For example, Bresciani et al. (2022) showed that training employees in digital skills has a positive and direct relationship with the success of human resource transformation projects. Similarly, Trochi et al. (2021) state that the role of new technologies in organizations is strengthened by the development of employee knowledge and skills. These results indicate that upskilling acts as a “mediating link” between technological investment and managerial achievements. The findings of the present study show that digital technologies have an impact on the transformation of human resource management practices by moderating employee resistance of experts at the Tehran Telecommunications Company headquarters. Previous research, including Barykin et al. (2022), states that the effect of digital technologies on human resource management practices largely depends on the level of acceptance or resistance of employees. In situations where employees have a positive attitude towards technological changes and see changes as an opportunity for their professional growth and advancement, technologies can have a significant impact on improving human resource processes and innovating in management practices. From a theoretical perspective, this finding is consistent with the "Cutter Theory of Change" by Blanka et al. (2022). This theory emphasizes that motivating, communicating clearly, and engaging employees are essential to reducing resistance. Based on this framework, it can be concluded that digital technologies can become a tool for human resource transformation when organizations first deal with employee resistance and strengthen a culture of accepting change. Previous studies have also confirmed this. For example, Sousa et al. (2019) stated in their research that employee resistance to new technologies has a direct impact on the failure or success of digital transformation projects. Also, Legner (2017) showed that organizations that reduce employee resistance through change management are more successful in implementing digital human resource management systems. These results are in line with the present findings and highlight the importance of the moderating role of employee resistance. To make the most of digital technologies, it is suggested that organizations should implement continuous training and digital skills development programs so that employees have the ability to effectively utilize new technologies.

Abstract Abstract The aim of this study is to investigate the dynamics of brand value in the Iranian dairy market and analyze the effect of multi-channel advertising, market share, and competitive intensity on the persistence of leading brands. Panel data from five major dairy brands during the period 2021 to 2024 were used to model the effects of television and digital advertising, market share, and local competition intensity on perceived brand value. Two non-dynamic empirical models, FE-2SLS and dynamic System GMM, were used to analyze the short-term and long-term effects of these variables. The results showed that television and digital advertising have a positive and significant effect on brand value. Specifically, the coefficients of television advertising were 0.091 for milk and 0.081 for cheese, while digital advertising had coefficients of 0.054 and 0.059, respectively. Also, the negative effects of advertising saturation and neighborhood competition intensity were observed in reducing brand value; the advertising saturation coefficients for milk and cheese were -0.011 and -0.010, respectively. In addition, market share had a positive effect on brand value, with market share coefficients of 0.023 for milk and 0.0201 for cheese. Also, the market concentration index (HHI) showed a positive and significant effect on brand value in both products. These results indicate that brands with higher market share can exploit advertising more effectively. These findings are consistent with the relatively concentrated structure of the Iranian dairy market and consumer loyalty to leading brands. In general, balanced advertising and strategies based on market share and competition can help sustain and increase brand value in the short and long term. Introduction The aim of this research is to dynamically examine the perceived brand value in the Iranian dairy market and analyze the impact of multi-channel advertising, market share, and competition on the position of leading brands in this industry. Over recent decades, Iran's dairy industry has experienced significant changes, including increased production capacity, expanded distribution networks, and the digitization of communication channels with consumers. These transformations are particularly significant for milk and cheese, as these two products are staples in the food basket of Iranian households, and their repeated purchase plays an essential role in consumer behavior. The necessity of conducting this research has emerged from the intersection of three facts: the stagnation or decrease in domestic consumption despite the nutritional importance of dairy products (Aaker, 1991; Keller, 1993), the pressure caused by market concentration, and the need for evidence-based policy-making to maintain a balance between exports and consumer welfare (FAO, 2023; Tirole, 1988), and the rapid migration of advertising budgets to digital media, which has increased the risk of inefficiency (De Haan et al., 2016; Kannan & Li, 2017; Bagwell, 2007; Mishra et al., 2025). Meanwhile, recent studies have shown that several factors, such as brand sensory experience (Mohammadnezhad & Rezaei Dizgah, 2025), personalized advertising on social media (Doroudi & Babaei, 2025), and brand knowledge and perceived quality (De Haan et al., 2016; Kannan & Li, 2017; Bagwell, 2007; Mishra et al., 2025), can enhance customer loyalty and future purchases. These findings underline the importance of scientifically analyzing brand value in various industries, but the dynamic and simultaneous analysis of television and digital advertising along with competitive structures in the Iranian dairy industry remains overlooked. Therefore, the main research question is: In the Iranian dairy market, what impact do television and digital advertising, market share, market concentration, and local competition intensity have on perceived brand value, and how sustainable are these effects in both the short and long term?  Theoretical Framework Brand value is a fundamental concept in marketing literature, defined and expanded by Keller (1993) and Aaker (1991). In this framework, brand value is shaped by components such as brand awareness, brand associations, and customer loyalty, and as an intangible asset, it enhances a firm's ability to maintain higher prices, attract customers, and reduce price sensitivity. In other words, the more consumers have awareness and positive attitudes toward a brand, the greater their willingness to buy and their long-term loyalty, thus increasing brand value. In this context, multi-channel advertising, especially the combination of television and digital media, plays a key role in strengthening brand value. Recent studies have shown that television advertising can build trust and offer broad coverage, while digital advertising provides the ability to target more precisely and interact directly with customers (De Haan et al., 2016; Kannan & Li, 2017). The effect of these two channels can either complement each other (especially in the early stages of the purchase funnel) or, in some cases, act as substitutes. Therefore, the simultaneous examination of television and digital advertising is essential and the focus of this research. Another key concept is local competition intensity (LCI). This concept suggests that the closer two brands are in terms of attributes like price, quality, packaging, and brand positioning, the more competitive pressure they exert on each other, which consequently reduces the effectiveness of their advertising. This idea is rooted in spatial competition literature (Hotelling, 1929; Hauser & Shugan, 1983) and becomes particularly relevant in markets like dairy, where products have similar characteristics. Moreover, the role of market share and concentration has also been emphasized in the theoretical literature. Evidence shows that larger brands, due to their extensive distribution networks, greater financial resources, and consumer loyalty, achieve higher returns from advertising (Sethuraman et al., 2011). On the other hand, the level of market concentration (usually measured by the Herfindahl-Hirschman Index - HHI) can determine how advertising will impact competition dynamics. In concentrated markets, advertising often strengthens the position of leading brands, while in fragmented markets, its effects are more evenly distributed among competitors. This research is based on the integration of three theoretical foundations in the fields of microeconomics, marketing, and competitive market analysis. The main goal of designing this framework is to explain consumer behavior in brand selection, clarify firms' pricing strategies under competitive conditions, and analyze the effect of market share on perceived brand value. The starting point of this framework is the definition of brand value in marketing literature, where Keller (1993) and Aaker (1991) explain brand value based on components like awareness, brand associations, and customer loyalty. Consequently, it is expected that stronger brands can reduce customer price sensitivity and establish a more sustainable position in the market. To model this situation, the classical Hotelling (1929) model has been used; a model that is one of the most recognized frameworks in spatial competition analysis. In this model, firms and consumers are assumed to be in a linear or multidimensional space, and each consumer chooses a brand based on the lowest "total cost." This total cost includes two components: the price of the product and the cost of distance, or the degree of mismatch between the product's attributes and the consumer's preferences. In this study, the Hotelling model is extended to a K-dimensional space, where each axis represents a distinct product attribute such as taste, durability, packaging, or price. The Iranian dairy market is an example of such a space, as brands are positioned relatively fixed and consumers are distributed in this space based on their preferences. Conceptual Model of the Research The conceptual model of this research is based on theoretical foundations and previous studies. The positive and negative relationships between variables have been extracted with reference to the spatial competition model of Hotelling (1929), brand value literature (Aaker, 1991; Keller, 1993), and recent studies in multimedia advertising and competition (De Haan et al., 2016; Bonfrer et al., 2008; Shahbazi, 2023). Research Methodology This research is applicable in terms of purpose, and descriptive-analytical in nature, and it follows a positivist paradigm with a quantitative approach. The statistical population of the research includes five major dairy brands in Iran (Kalleh, Mihan, Pegah, Ramak, and Sabah) and two highly consumed products: pasteurized milk and cheese. The study period is from 2021 to 2024. Data collection methods combine archival and field sources. Sales data and television advertising data were obtained from official reports, while the cost data for digital campaigns were extracted from platforms such as Dima, Yektanet, Aparat, and Instagram. Brand perception indicators (awareness, attitude, and consumer preference) were collected through field surveys among 350 households in Tehran. For data analysis, three-dimensional panel data (brand-product-time) were used. In the first step, the static FE-2SLS model was estimated to determine the short-term effects of advertising, market share, and market structure. In the second step, to account for brand value sustainability and cumulative advertising effects, the dynamic model and System GMM estimator were used. This approach was chosen to address the endogeneity problem of variables and provide reliable results. Research Findings The results showed that both television and digital advertising have a positive and significant impact on brand value. The coefficients for television advertising were 0.091 for milk and 0.081 for cheese, indicating a positive and significant impact on brand value in the short term. These effects are especially more noticeable in brands that are in the early stages of entering the market or during high-traffic advertising periods. On the other hand, the coefficients for digital advertising were 0.054 for milk and 0.059 for cheese, showing a positive effect, although it was generally lower than television advertising. These findings highlight the importance of both television and digital advertising in enhancing brand value in the Iranian dairy market. Alongside this, negative effects of advertising saturation and local competition intensity were observed in decreasing brand value. The advertising saturation coefficients for milk and cheese were -0.011 and -0.010, respectively, indicating that excessive advertising can negatively affect consumers' perception of the brand. This is especially true when the market reaches saturation, and consumers become indifferent to advertising. Additionally, market share had a positive and significant effect on brand value, with coefficients for market share of 0.023 for milk and 0.020 for cheese, indicating the direct impact of market share on strengthening brand value. These results are particularly evident in brands with larger market shares, as larger brands can utilize more resources for advertising and thus benefit from greater advantages. Discussion and Conclusion The findings of this research indicate that leading brands in the Iranian dairy market can effectively strengthen their position in consumers' minds through television and digital advertising. Brands with higher market shares, in particular, are able to leverage advertising more effectively. However, local competition and advertising saturation can have negative effects on brand value. These results are consistent with the relatively concentrated structure of the Iranian dairy market and consumer loyalty to leading brands. In general, balanced advertising and strategies based on market share and competition can contribute to the sustainability and growth of brand value in both the short and long term.

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

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

Abstract Abstract This study was conducted with the aim of identifying and analyzing the variables affecting the risk management model in the banking industry and examining the role of environmental uncertainty and legal transparency. The research method is applicable in terms of its purpose, quantitative in terms of implementation method, and descriptive-correlational in terms of 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 experts and specialists, 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 showed that strong supervisory management as the main driving factor has the greatest impact on other variables, and other dimensions including accountability and responsibility, credit risk monitoring, business environment control, transparency of macro banking facilities, and protection of the bank's image are at a linked level and have a complex interaction with each other. The findings show that these variables play a key role in improving risk management performance and reducing the negative effects of environmental uncertainty and lack of legal transparency. Introduction The increasing expansion of business activities has made financial relations, processes, and methods of organizational and people's financial management more complex. Thus, the continuity of the activities of companies and economic enterprises must be sought in having sufficient financial resources (Khanboubi & Boulmakoul, 2020). Without access to financial resources, many activities cannot be implemented and, as a result, the achievement of goals is impossible (Vaziri et al., 2025). In the meantime, in order to achieve the goals of the program (development), various strategies such as export development policy, import substitution policy, and the like have been considered; but it is obvious that the trend of changes in interest rate indices, exchange rates, and bank facility interest rates show the basis of the economic growth and development of society, and that the goals of the programs and development achievement patterns will be realized in practice according to the predicted plan (Syadali et al, 2023). The occurrence of financial crises in the late seventies, early eighties, and late nineties created a huge wave of changes in the international arena (shahrzadi et al., 2022). These crises increased the awareness of banks and regulators to monitor more types of risks in financial and banking institutions. With the globalization of the economy and the intensification of competition between banks, the profit margin of traditional banking activities has decreased and increased risk in banks. Risk management, as a factor that plays an effective role in gaining competitive advantage, should be given serious attention in these and other financial and credit institutions (Rezaei et al., 2025). One of the factors that disrupt the risk management process in an organization is environmental uncertainty, which confronts the company with an unpredictable environment characterized by rapid changes in technology, extreme diversity in customer demand, and severe fluctuations (Huynh & Phan, 2024). Unpredictable changes and actions in the environment may change the nature of competition by creating new opportunities or threats for the company (Dai & Zhang, 2023). The most important feature of the current era of environmental uncertainty is complexity, globalization, and increasing competition, which affect the success of any organization. Environmental uncertainty is defined as the rate of variability in the external environment of organizations, which includes major customers, competitors, government regulations, and labor unions (Lu et al., 2023). High environmental uncertainty increases the risk of accurate estimation of future profits by shareholders and makes it a complex issue for them. If management does not take appropriate action to reduce this volatility, the information asymmetry between management and shareholders becomes more acute (Racicot et al., 2023). Environmental uncertainty creates serious limitations for the company and affects the risk control strategy and managers' decisions in the company (Harb et al., 2023). Another effective factor in controlling risk and uncertainty in the environment is the existence of transparency in relevant laws. In this regard, the main research question is posed as follows: What is the comprehensive risk management model considering the role of environmental uncertainty and legal transparency in the banking industry? Theoretical foundations Maintaining the health of the economic system and creating strategic opportunities for the banking system Maintaining the health of the economic system is one of the most important macro-goals of financial and banking policymaking in any country. Banks, as the main pillars of the financial system, play a vital role in economic stability and sustainable development. By utilizing comprehensive risk management and efficient supervisory systems, banks can prevent credit, currency, and liquidity crises and contribute to financial balance in the economy. The “risk-based” approach in banking management not only focuses on reducing threats, but is also effective in identifying and exploiting strategic opportunities. Such opportunities include the development of digital services, the design of new financial products, the expansion of electronic banking, and entry into new investment markets, which, while increasing bank profitability, dynamize the national economy (Asteriou et al., 2021). Accountability, Responsibility, and Trust in the Banking System Trust in the banking system is one of the most fundamental components of financial stability and the effective functioning of money markets. When customers and stakeholders believe in the honesty, transparency, and accountability of banks, they are more willing to deposit, use financial services, and cooperate with the banking system. Therefore, accountability and responsibility are essential elements in the formation and maintenance of public trust (Malahim et al., 2023). Accountability refers to the commitment of managers and employees to explain and defend their decisions, policies, and performance to stakeholders. In the banking system, accountability not only increases the transparency of financial information, but also improves public oversight and reduces the likelihood of opportunistic behavior. The higher the level of accountability in the banking structure, the lower the probability of corruption, inefficiency, and risky decisions, which strengthens institutional trust among customers and investors (natufe et al., 2023). Research Background Rezaei et al. (2025) studied “Identifying Uncertainty and Risk and Increasing Flexibility in Capital Budgeting Decisions with an Investment Discretionary Approach”. This research was applicable-developmental in terms of its purpose and qualitative in terms of the nature of the data. The results showed that 6 constitutive themes and 14 basic themes were identified, which include political and international factors, legal and regulatory, financial and budgetary, technology and information, organizational structure and culture, and economic factors. Huynh & Phan (2024) studied “Bank Uncertainty and Risk in an Emerging Market: The Moderating Role of Business Models”. This study was conducted by analyzing a panel of Vietnamese commercial banks between 2007 and 2019. The results showed that higher levels of banking uncertainty can increase banking risk, but the diversity of bank income has a moderating role and can reduce adverse effects. Research Method This study is applicable in terms of purpose and descriptive-correlational in terms of method. The statistical population of this study includes managers and experts of Bank Mellat branches in the southeast of the country, including Kerman, Sistan and Baluchestan, Yazd and Hormozgan provinces, and their total number is estimated to be about 1,125 people. For structural analysis, 400 questionnaires were distributed among the statistical population and 373 valid questionnaires were collected, which were used as the basis for statistical analysis. 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 poll) 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 Research findings showed that “strong supervisory management” has the greatest impact on other dimensions of banking risk management, including “accountability and responsibility” and “protecting the bank’s image and relationships with stakeholders.” “Accountability and responsibility” plays an important mediating role in transferring the effects of supervisory management to “control of the business environment”, “care of credit risks”, and “building trust in the banking system”. The results of the structural equation model confirmed that the relationships between the dimensions of banking risk management are meaningful and effective. These findings emphasize the importance of establishing strong supervision and legal transparency in reducing the adverse effects of environmental uncertainty and strengthening the stability of the economic system. Conclusion and Discussion The results show that strong supervisory management in the banking system plays a key role in promoting the accountability and responsibility of managers and employees. This finding is consistent with the studies of Shabir et al. (2023), which show that the power of the CEO and the board of directors can reduce the adverse effects of economic and geopolitical uncertainty. The results of Huynh & Phan (2024) also indicate that banks with strong managerial supervision are more resilient in the face of environmental fluctuations and have the ability to manage credit risk and more sustainable performance. The findings also show that organizational accountability and responsibility have a direct impact on controlling the business environment and managing credit risks. Banks that document and clarify their decision-making processes can better manage the business environment and prevent risky decisions from occurring. This is consistent with the studies of Syadali et al. (2023) and Rezaei et al. (2025), which show that accountability and responsibility increase decision-making flexibility and reduce risk in conditions of environmental uncertainty. In addition, Charles et al. (2016) and OECD (2021) have emphasized that transparency and accountability of banks are the basis for building investor confidence and maintaining financial stability. The results of the study show that protecting the image, reputation, and relationships of the bank with stakeholders has a direct impact on public trust and the health of the economic system. Banks with high and positive reputation are able to direct financial resources to productive sectors and prevent financial crises. The findings of Asteriou et al. (2021) and Bhatt et al. (2023) also confirm that public trust and a positive image of the bank are the key to economic stability and growth. Controlling the business environment and taking care of credit risks also play a vital role in reducing legal ambiguity and increasing transparency. Banks with a transparent legal environment can make faster and more effective decisions and reduce credit and operational risks. These findings are consistent with the studies of Chen et al. (2023) and Markaz Malmiri et al. (2022), which have introduced the transparency of laws and regulations as the main factor in reducing banking risks. Rezaei et al. (2025) also showed that transparent rules and management structure enhance decision-making flexibility and risk control and empower banks in facing high-risk environments.

Abstract 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.