استراتژی اقیانوس آبی

 Work engagement has an effective role in improving other job and organizational functions. As a result, this research was conducted with the aim of providing work engagement model based on the blue ocean strategy and organizational resilience with the mediation of job self-efficacy in non-government school managers.

 This study in terms of purpose was applied and in terms of implementation method was cross-sectional from type of correlation. The present research population was non-government school managers of Tehran city in the academic years of 2023-24, which 400 people of them were selected as a sample by purposive sampling method. To collect data were used from questionnaires of work engagement (Salanova & Schaufeli, 2008), blue ocean strategy (Rajabi Farjad et al., 2019), organizational resilience (Prayag et al., 2018) and job self-efficacy (Riggs & Knight, 1994). For data analysis were used from methods of Pearson correlation coefficients and path analysis in SPSS-25 and Amos-25 software.

 The results indicated that the work engagement model based on the blue ocean strategy and organizational resilience with the mediation of job self-efficacy in non-government school managers had a good fit. Also, the variables of blue ocean strategy and organizational resilience on job self-efficacy and work engagement of non-government school managers and the variable of job self-efficacy on work engagement of them had a direct and significant effect (P<0.001). In addition, each of the variables of blue ocean strategy and organizational resilience with the mediation of job self-efficacy on work engagement of non-government school managers had an indirect and significant effect (P<0.001).

 According to the results of this study, the officials and planners of the educational system can improve the work engagement of non-government school principals by increasing their blue ocean strategy, organizational resilience and job self-efficacy.

Today's business environment is very complex and dynamic. The competition to gain more market share has led to a fundamental challenge for businesses, and moving towards creating value and innovation is the only way to get rid of these challenges. No matter how good the formulation of the strategy is, it is not enough on its own, and its implementation in practice is an undeniable necessity. Based on this, the current research has been conducted with the aim of designing a model for the implementation of the blue ocean strategy in the dairy industry.

To carry out this research, which has an interpretative philosophical basis and an inductive approach, the qualitative method and systematic foundation data theory strategy have been used. Participants were selected based on purposeful sampling and snowball technique. The data collection tool was an interview with 9 experts working in the dairy industry of Hamadan province. Also, three-step coding method of open coding, central coding and selective coding was used to analyze the research data.

Research data after analysis in the form of blue ocean strategy implementation model as a central category, causal conditions (strategic alignment, interactions and communications, systems and technology, organizational structure, operational planning, culture of participation, management skills and human resources), background factors (management conditions, manpower conditions and organizational conditions), intervening conditions (influence of factors outside the industry, influence of factors within the industry), strategies (creation, elimination, reduction and increase) and consequences (achieving the goals of implementing the blue ocean strategy in the organization) , improving the effectiveness of activities and improving the performance of the organization) were categorized.

The research model can be used as a guide for managers to plan and implement the blue ocean strategy in the dairy industry to enter new markets and eliminate or reduce competition.

The importance of strategic planning in any organization is undeniable, And the discussion of its evaluation is doubly important. Since in the dynamic environment of the present age, traditional approaches to strategic planning have lost their effectiveness, attention to new approaches has increased and one of these approaches is the Blue Ocean approach. The present study is supported by the National Iranian Petrochemical Company and has been compiled with the aim of assessing the degree of compliance and alignment of the strategic planning of this company with the blue ocean approach. In this research, which is a type of qualitative research, after selecting the appropriate model and indicators to evaluate it and then confirming the experts, using case study method and in-depth interviews with 9 experts of the National Iranian Petrochemical Company in Strategies were involved, the company's strategies were evaluated. The findings show that 55% of the strategic planning of the National Iranian Petrochemical Company reflects the Blue Ocean approach. Also, among the dimensions of the model to be evaluated, which include blue ocean perspective, humanness and the use of appropriate tools, the blue ocean perspective in the formulation of the company's strategies is in a better position than the other two dimensions.

The purpose of this study is to propose a new method for creating an uncontested market space by integerating the blue ocean strategy, Porter's competitive forces and group TOPSIS method. this research, is based on a three-stage method including “Creating a team of experts and determining the competitive position of the organization using the Porter Competitive Forces Model”, “Introducing alternatives to break free from competitive market using the Six Paths Framework of the Blue Ocean Strategy”, and "Weighting criteria and ranking alternatives using group TOPSIS method”. The proposed method has implemented for the IRAFA industry and management group. In this regard, the IRAFA team of experts, includes twelve senior experts are created. The results of the implementation of the proposed method show that among Porter's five competitive forces, “direct competition between existing organizations” is the main cause of threat to IRAFA. All six ways to redraw the boundaries of the blue ocean strategy, influences the value innovation of IRAFA. Finally, by using group TOPSIS method, average weighting and BORDA strategy, that “Complementary products and services” is defined as the best alternative for IRAFA.

The main purpose of this paper is to investigate the effect of using the Blue Ocean strategy on commercialization of production while using innovative production and systematic innovative production in Kaleh Amol Company. The research method is correlational. 89 experts of Kaleh Amol Dairy Products Company were selected as a statistical sample based on simple random sampling method using Karajsi and Morgan table. To collect data, there are four standard questionnaires, including the Kim and Maboren Blue Ocean Strategy (with a validity of 0.91), the David and North Production Commercialization Questionnaire (with a validity of 0.89), the Yadollahi Farsi Innovative Production Questionnaire, and Kalati (with validity). 0.87) and the Questionnaire for Systematic Innovative Production of David and North (0.96) were used. The research findings show that the use of the Blue Ocean strategy has a positive effect on the commercialization of innovative production and production, but the effect of using the Blue Ocean strategy on systematic innovative production has not been confirmed. It has also been shown that innovative production has a positive effect on systematic innovative production and systematic innovative production on commercialization of production.

To continue the life of organizations in today's global marketplace, finding solutions to the exit from the competition field. The purpose of this research is to provide an algorithm for the development of innovative measures by using Porter's competitive forces and the blue ocean strategy.This research is descriptive survey and in terms of applied purpose. In this research, by presenting a two-step algorithm, the competitive environment and industry structure are identified, while evaluating the attractiveness of the organization, a suitable strategy for leaving the competitive environment is presented. In order to implement the proposed algorithm in the IRAFA company, the first team of experts included all the experts and managers. In the second stage, using a questionnaire scan and performing statistical tests, it was determined that among five of Porter's competitive forces, the competition among existing organizations was the main cause of the threat. Also, Table Four Action of the Blue Ocean Strategy Plan was developed with an emphasis on value innovation for the IRAFA company. Emphasizing value innovation can be integrating and synchronizing with similar small organizations; creating targeted advertising; providing services through the Internet; careful operation of free consulting services; eliminating specialized vocabulary in advertising for the company.