competitive advantage

One of the fundamental problems in the era of Industry 4.0 is the lack of attention to open innovation in organizations. One of the most important reasons is the lack of an efficient model in this field. This research has firstly identified the indicators and components affecting the foundation of Industry 4.0 along with open innovation with the help of meta-composite method, and then, with the system dynamics method, it designs a dynamic model for the foundation of Industry 4.0 along with open innovation in the organization. The research results demonstrate 38 indicators and 9 main components (input innovation, two-way innovation, organization's creativity and innovation, recognition and increasing the preparation of technologies, the technological structure of Industry 4.0 organization, organization's absorption capacity, organization's performance, resource mobilization, human resources in industry 4.0 along with open innovation). As well as, the findings obtained from the dynamic model of the system explain that with the implementation of the industry 4.0 process with the role of open innovation in organizations, the productivity and financial profit of the organization will increase but when the open innovation process in the organization's industry 4.0 is low, the productivity, financial profit and market share of the organization will be accompanied by difficulties in the future.

The aim of this research is to present a model of intellectual capital and competitive advantage in startups.

This research is applied in terms of purpose and descriptive-analytical in terms of methodology. The research method is applied, and in the quantitative section, a researcher-designed questionnaire based on the qualitative model was used after confirming its validity and reliability. The sample population included managers, investors, and entrepreneurs, with a sample size of 400 people estimated through stratified sampling.

The identified pathways in the research were explained in four main categories and their subcategories. The causal factors identified as effective in the intellectual capital and competitive advantage model in startups include: process capital, competence, enhanced bargaining power with competitors in acquiring knowledge and resources, relative power of actors, and the company's strategy. The identified drivers include: human capital index, innovation capital index, customer capital index, and infrastructure capital index. The identified strategic factors include: creating balance and achieving the optimal mix of collaboration and competition in the industry, membership in science and technology parks and incubation centers, the use of lean production processes, and the application of a technology-based competitive strategy. The identified outcomes that affect the intellectual capital and competitive advantage model in startups include: knowledge-based synergy in the structure of startup companies, dynamic and training-oriented re-marketing capability, product enhancement through technological leaps, value creation for customers, and the development and improvement of social, intellectual, and knowledge capital.

The study highlights the critical role of intellectual capital and strategic factors in fostering competitive advantage and sustainable growth for startups, emphasizing the importance of innovation, human capital, and strategic alignment.

The Winter 1403 edition of this journal continues its interdisciplinary and forward-thinking approach to strategic management by featuring six innovative articles. Each contribution offers a unique perspective on the challenges and opportunities modern organizations and leaders face in an era of rapid technological and market shifts. Topics range from “Quantum Intelligence” applications in strategic foresight and scenario simulation to “Gamification” in managerial decision-making, from the use of “Blockchain” in formulating organizational strategies to designing “Intelligent Mind Maps” for enhancing strategic creativity, and from “Strategic Management of Deep Data” to convert unknown data into competitive advantage to “Strategic Ethics Management in the Age of Artificial Intelligence.” Collectively, these studies illustrate that traditional methods must be harmonized with fresh ideas and advanced technologies in today’s volatile world for organizations to remain viable and competitive. The findings enrich the theoretical horizons of strategic management while also presenting practical solutions for decision-makers to utilize emerging trends, manage growing uncertainties, and address ethical concerns linked to technological advancements.A notable theme shared by these articles is the alignment of science and ethics in the course of strategic organizational development. On the one hand, a future-oriented, data-driven approach allows organizations to gain a more comprehensive view of environmental changes; on the other hand, a deep commitment to social responsibility and professional ethics—especially in areas such as AI and blockchain—lays the groundwork for trust-building and a sustainable competitive edge. Thus, the overarching focus of this issue lies in striking a balance between harnessing technological innovations and upholding ethical and societal values.

In today’s knowledge-based economy, small and medium-sized knowledge-based companies play a crucial role in the economic and social development of countries. Governments, therefore, strive to provide the necessary support to foster the growth of such companies. However, one of the key challenges is the high level of competition in this sector. Hence, this study aims to present a social marketing model to help knowledge-based companies achieve a sustainable competitive advantage.

This research is applied-developmental in terms of purpose, descriptive in terms of data collection, and mixed-method in terms of data nature. The qualitative study population includes managers of knowledge-based companies selected through purposive sampling, with theoretical saturation reached after interviewing 17 individuals. The quantitative population consists of managers and experts from knowledge-based companies, with a sample size of 113 determined using Cohen's power analysis rule and G*Power software. Cluster-random sampling was used to select the participants. Data collection tools included semi-structured interviews for the qualitative part and a researcher-made questionnaire for the quantitative part. Thematic analysis was used for analyzing the qualitative interviews, while quantitative data were analyzed using the partial least squares (PLS) method. Data analysis was conducted using MaxQDA and SMART PLS software. The reliability of the qualitative section was assessed using Holsti’s method (observed agreement percentage), yielding a coder agreement of 0.633, which is greater than 0.6, confirming sufficient reliability for the qualitative analysis. The content validity of the questionnaire was confirmed through expert opinions. Additionally, Cronbach's alpha for the questionnaire was 0.816 in a preliminary study. After distributing the questionnaire, its validity was further assessed using three methods construct validity (outer model), convergent validity (AVE), and discriminant validity. The AVE values for all variables exceeded 0.5. Reliability was also confirmed with composite reliability (CR) and Cronbach’s alpha for each factor being greater than 0.7.

In the open coding phase, 283 codes were identified. Ultimately, through axial coding, five overarching themes, 11 organizing themes, and 51 basic themes were derived.

The results indicate that the social marketing mix, customer orientation, and marketing influence the legal and ethical responsibilities of the company. Legal and ethical responsibility, in turn, shapes the social marketing strategy, which impacts the company's economic, social, and environmental performance. It is expected that the sustainable performance of knowledge-based companies will lead to a competitive advantage in this sector. In this study, the GOF index was 0.616, which is greater than 0.36. Additionally, the RMS_theta index was 0.101, lower than 0.12. The SRMR index was calculated at 0.05, which is below 0.08, indicating a well-fitting model.

Digital marketing as a key tool in today's world, especially in the era of information and communication technology, is rapidly growing and developing. This type of marketing allows companies to communicate more effectively with their audiences, consequently increasing conversion rates. Additionally, digital marketing enables businesses to access new markets at a lower cost compared to traditional methods. Various tools such as SEO, content marketing and digital advertising help brands stand out in a competitive space. Furthermore, the use of analytics data in digital marketing assists companies in better understanding customer behavior and optimizing their strategies. Considering the ongoing trends globally, digital marketing is continually evolving and companies must stay updated to leverage these changes. For this reason, investing in digital marketing has become a strategic necessity for business success. Ultimately, the ability to measure and analyze results accurately is one of the distinguishing features of digital marketing allowing brands to make more informed decisions. Additionally, digital marketing serves as an innovative framework, playing a significant role in the transformation and development of businesses. In today's fast-changing technological landscape, brands must adhere to digital marketing strategies to maintain competitiveness and meet customer needs. In this regard, distinguishing digital marketing from traditional methods and creating innovative approaches enables businesses to get closer to their target audiences. Digital platforms, such as social networks allow brands to interact directly and instantly with their customers. These interactions help increase customer loyalty and brand awareness making customers feel more valued. Digital marketing enables businesses to quickly adapt to market trends and changes; for example, the emergence of new technologies such as artificial intelligence and machine learning can enhance customer experiences and personalize services.

The present research is applied in terms of purpose, quantitative in research method, and classified as descriptive-correlational based on the method of data collection. The statistical population of this study includes managers and academic experts with experience and expertise in the fields of digital banking, commercial banking, and digital marketing excellence. Data were collected through a 16-item questionnaire using a 5-point Likert scale, resulting in the receipt and analysis of 167 completed questionnaires. This research examined the relationships between variables using the Smart PLS 3 software and the structural equation modeling method.

One of the fundamental factors for success in digital marketing is paying attention to the needs and preferences of customers. Banks need to analyze data and customer behavior to communicate effectively with them and provide relevant content. Utilizing modern technologies such as artificial intelligence, machine learning and data analytics can help banks gain a better understanding of customer needs and optimize their marketing strategies. A key feature of digital marketing is the ability to engage in direct and immediate interactions with customers. Banks should take advantage of this opportunity and engage in conversation with customers through social media and interactive websites. One of the advantages of digital platforms is the ability to evaluate and analyze results accurately. Additionally, banks should continuously monitor the performance of their campaigns and adjust their strategies based on the data obtained and market changes. Ultimately, excellence in digital marketing requires a multifaceted approach that includes paying attention to customer needs leveraging modern technologies, creating valuable content and establishing effective interactions with customers. Banks must continuously strive to adapt to changes in the market and consumer behavior and capitalize on digital opportunities to create a positive experience for customers. These efforts not only help improve brand recognition but can also lead to increased sales and customer loyalty.

Excellence in digital marketing presents a golden opportunity for banks to achieve success in a competitive and ever-changing environment. By thoroughly understanding its various elements and implementing effective strategies businesses can enhance their competitive advantage. Furthermore, achieving excellence in digital marketing indicates that financial institutions must seriously focus on implementing innovative digital strategies. Given the increasing competition and high customer expectations utilizing digital tools can significantly improve customer experience and increase their loyalty. Offering suitable online services personalizing customer experiences and leveraging data analytics to better understand customer needs are among the key elements in this regard. Additionally, banks should focus on expanding their interactions with customers through social media and educational content. By establishing effective communication and building trust banks can strengthen their position in the market. Ultimately, success in digital marketing depends on adapting to rapid market changes and emerging technologies which can lead to reduced costs and increased customer satisfaction. Engaging customers through informative content and responsive communication channels not only enhances customer relationships but also fosters loyalty and improves overall service quality.

In today's highly competitive environment, to guarantee their financial position and maintain their market share, institutions, and organizations should strengthen their ability to respond to the environmental changes of customers and, according to Sergio Ziman, provide more reasons to customers than that. encourage them to buy and create a long-term relationship with the company. Competitive advantage is one of the important issues that have been emphasized in the management literature in recent years and is one of the components that guarantee organizational sustainability. Also, companies need to design and adopt strategies that can help them improve their performance. In such a competitive environment, companies can survive by synchronizing themselves with the changing dynamic competitive conditions; In other words, company managers will see the results of their decisions in the form of strategy selection in the mirror of their performance criteria, and a company with distinctive capabilities and advantages has a higher probability of creating superior value. for the customer and achieving a competitive advantage.

 In this research, two documentary and field methods were used to identify these issues. The statistical population consists of managers and experts from eight city development and construction cooperative companies and the Ministry of Cooperation, Labor, and Social Welfare of Gilan province. The data analysis method is more complex. Meta-synthesis is a type of qualitative study that uses the findings of other qualitative research in the field of a subject as data.

We know that organizations are the systematic coordination and cooperation of several people, systems, and methods that work continuously through the division of tasks and the establishment of regular and logical relationships to achieve a common goal or purpose. Cooperation is the process of involvement of employees in the strategic and tactical decisions of the organization, which happens formally or informally at a certain level and limits. Every organization is created with an existential philosophy, and to realize this existential philosophy, it must turn it into a goal and plan. To clarify the goals of the organization, it needs to coordinate with the environment. According to Barnard, the task of management is to shape maintain, and apply the benefits of management to achieve the desired goals. By being together, some people establish a relationship and become purposeful, and finally create harmony and continue by creating a cooperation system.

The total findings show that the competitive advantages of city development and construction cooperative companies in Gilan province include the following subcategories: common goal, communication, and willingness to serve. The results of this research and similar research can help the managers of newly established companies to successfully start their work, and on the other hand, it can open the way for managers of long-standing cooperatives to respond. to new obligations and requirements and to be by the requirements of the time.

The purpose of this research was to investigate the effect of human capital on competitive advantage with the mediating role of brand management capability and marketing capability in Ahvaz Melli Bank. The research method was applied in terms of purpose, descriptive-survey and comparative research in terms of type and approach. The statistical population in this research consists of all the employees of Melli Bank branches in Ahvaz which includes 500 people. In this research, the sample size was determined based on Cochran's formula of 217 people and selected by random sampling method. The collection tool in this research is a standard questionnaire that includes, Al-Sharnoubi and Albana's human capital questionnaire (2021), Al-Sharnoubi and Albana's standard marketing capability questionnaire (2021), Al-Sharnoubi and Albana's brand management ability (2021) and Al-Sharnoubi and Albana's (2021) competitive advantage questionnaire for the data collection. Checking the fit of the research model was done with the help of the structural equation modeling technique and with LISREL software. Also, the subgroup correlation analysis method was used for the moderating effect and the Sobel method was used for the effect of the mediating variables. The results showed that human capital has a positive and significant effect on the competitive advantage of Ahvaz Melli Bank. Human capital has a positive and significant effect on marketing capabilities in Melli Bank of Ahvaz. Human capital has a positive and meaningful effect on the ability of brand management in Melli Bank of Ahvaz. Marketing capabilities do not have a significant effect on the competitive advantage of Melli Bank of Ahvaz. The brand management capability has a positive and significant effect on the competitive advantage of Ahvaz Melli Bank. Human capital with the mediating role of brand management ability has a positive and significant effect on competitive advantage in Melli Bank of Ahvaz. Human capital with the mediating role of marketing capabilities has a positive and significant effect on the competitive advantage of Melli Bank of Ahvaz.

Big data as a huge source of information can help industries to optimize their operations, processes and resources. The development and expansion of big data and technologies based on it has drawn the attention of many researchers to this issue. However, very little empirical evidence has been provided on the contribution of using big data to the financial performance of manufacturing plants and competitive advantage. Therefore, this study investigated the impact of the use of big data from a technical and individual point of view on financial performance in the milk and dairy products industry of Kerman province, emphasizing the competitive advantage in 2023. The statistical population in this research is 490 employees in the milk and dairy industries of Kerman province, and finally 215 people were selected as a sample using the Cochran-Ocan formula. The results showed that the technical and individual application of big data in industries has a positive and significant effect on financial performance with a mediating role of competitive advantage. Also, competitive advantage has a positive and significant effect on financial performance. Therefore, it can be said that factories that use big data technology in their production operations have created a competitive advantage for themselves, which will lead to an increase in their financial performance.

This research aims to investigate the role of corporate social responsibility, green marketing and organizational spirituality on competitive advantage. The research statistical population consists of Barakat Al-Iraq managers and employees, of which 236 individuals were selected by convenience sampling method. Data gathering were done by using a standard questionnaire. To analyze the validly and reliability of the questionnaires, content validly, Cronbach Alpha and confirmative factor analysis methods were used. For analyzing the data and testing the conceptual model of the research, structural equation modeling method with partial least square approach were used with Smart PLS 3 software. The results show the acceptance of the first hypothesis (the impact of corporate social responsibility on organizational spirituality), the second hypothesis (the impact of corporate social responsibility on green marketing), the third hypothesis (the impact of corporate social responsibility on competitive advantage), the fourth hypothesis (the impact of organizational spirituality on green marketing), the fifth hypothesis (the impact of organizational spirituality on competitive advantage) and the sixth hypothesis (the impact of green marketing on competitive advantage).

The Aim of This Research is to Investigate the Factors Influencing the Performance of the Brand and Creating Competitive Advantage of Imported Companies. The Statistical Population of this Research was Made up of Managers and Senior Experts of Active Import Companies in Isfahan, of Which 70 People were Selected as a Statistical Sample. The Sampling Method in the Research is Random Sampling and the Data Collection Tool is a Questionnaire whose Validity was Confirmed Using Content Validity and Reliability Using Cronbach's Alpha Coefficient. In Order to Analyze the Data, SPSS Software was Used.The Results of the Research Indicate that There is a Positive and Significant Relationship Between Branding Knowledge, Brand Attitude, Brand Credibility and Brand Quality with Brand Performance and the Creation of Competitive Advantage of Imported Companies. Among the Mentioned Indicators, the Branding Knowledge Index with 29% has the Most impact on the Performance of the Brand and Creating Competitive Advantage of Imported Companies.

The aim of this research was to design and propose an agile marketing model for small and medium-sized enterprises (SMEs) in Iran using a grounded theory approach. The study investigated the factors influencing the implementation of agile marketing, its enablers, barriers, and outcomes in SMEs located in the northwest regions of Iran.

This study employed a mixed-method approach (qualitative and quantitative). In the qualitative phase, theoretical sampling was conducted until theoretical saturation was reached through 21 semi-structured interviews, and the data were analyzed using the grounded theory method. In the quantitative phase, field data were collected via questionnaires from 406 SMEs in the provinces of East Azerbaijan, West Azerbaijan, Ardabil, and Zanjan, and the data were analyzed using statistical methods.

The findings revealed that agile marketing improves the skills of specialized employees, enhances customer-centricity, and increases the competitiveness of SMEs. Furthermore, the role of digital technologies and data analytics as facilitators in the successful implementation of this approach was confirmed. Barriers such as organizational resistance and the complexity of the business environment were also identified as factors hindering agile marketing implementation.

The study demonstrated that agile marketing can significantly enhance the performance and competitiveness of SMEs in turbulent markets. However, successful implementation requires appropriate infrastructure, digital technologies, and cultural changes within the organization. Agile marketing is proposed as an effective strategy for improving marketing and market management capabilities in SMEs.

In the knowledge-based economy, knowledge assets are considered as a key source and competitive advantage of organizations. In this article, the governance model and knowledge management structure of the oil industry is developed as the main driver for the successful implementation of knowledge management in knowledge-based organizations. On the other hand, the sampling in this research is qualitative and includes a combination of theoretical experts, experimental experts or people with experience in the oil industry. In the following, due to the exploratory nature of the research, case study is chosen as the research method. The findings show that the pillars of knowledge management include strategic and operational levels. At the strategic level, the Supreme Council of Knowledge Management and its secretariat are responsible for the governance/policy-making duties of knowledge management. At the executive/operational level, there are the main/subsidiary companies' knowledge management committee and its secretariat, which are in charge of operational tasks to implement knowledge management in the main/subsidiary companies. Also, the demarcation of duties and authorities and the placement of knowledge elements of the oil industry based on advantages and disadvantages and the responsibility allocation matrix are presented.

The purpose of the research: The purpose of the research is to identify the antecedents and consequences of the bundling of government support with the approach of competitive advantage of agricultural product exporting companies in Khuzestan province.

This research was conducted in terms of practical purpose and qualitative data collection method and theme analysis approach. The participants in this research include experts of agricultural products exporting companies in Khuzestan province with at least 10 years of export experience, and the required data is collected through semi-structured interviews. They were collected until reaching theoretical sufficiency.

In this part, after the search for themes (selective codes) and the formation of sub-themes, finally 5 main themes were obtained, which are the result of semi-structured interviews with 16 experts and experts in the field of research, 2 dimensions of which are related to Antecedents under the title of managerial performance (management performance in export support, positive mental models of managers) and infrastructure factors of the agricultural industry (agricultural industry infrastructure, Khuzestan market dynamics and transport fleet) and 3 dimensions related to the consequences including value creation (creating Value in business, creating value for the customer (improving economic conditions (economic growth and prosperity, direct and indirect job creation) and creating a competitive advantage (proper positioning compared to competitors).

The existence of effective government support bundling in the export of agricultural products of Khuzestan province creates a competitive advantage over other competitors in terms of quality, appearance, method of sending the product, etc., which leads to the growth of exports, increase in income and increase in employment in this province. It becomes the field.

One of the most important prerequisites for economic development and increasing income is export performance which is considered an important source for the overall development of countries' economies. The main purpose of this research was to investigate the factors affecting the non-oil export performance of manufacturing companies in Guilan province. In this regard, on the one hand, providing a model leads to an increase in domestic income, and on the other hand, it will create a favorable environment for the growth of private and small businesses. In developing countries, including Iran, that export oil has always been the axis of economic development and foreign exchange earnings. Therefore, today, the growth of non-oil exports and the increase of the country's share in world trade and international markets in order to reduce the heavy dependence of the economy on oil revenues is considered one of the important economic goals. From this point of view, this research has investigated the drivers of non-oil export development of manufacturing companies in Gilan province and intends to answer this important question; what are the most important drivers of non-oil export development of manufacturing companies in Gilan province?

The research method is mixed research. The statistical population in the qualitative section includes university professors in the field of international trade, executive managers and successful and expert managers in the field of non-oil exports, and in the quantitative section, managers of all companies that export non-oil products in Gilan province. Using the purposeful sampling method, 17 quality department experts and 311 senior managers who had effective responsibility in the manufacturing companies of Gilan province were randomly selected. To measure the validity, two criteria of convergent and divergent validity were used, and in order to check the reliability, two criteria of Cronbach's alpha coefficient and composite reliability were used. The research questionnaires included entrepreneurship, market orientation, organizational learning, organizational innovation, competitive advantage and export performance. In this research, in order to investigate research hypotheses and test direct and indirect paths, structural equation modeling was used using Amos software version 24.

The results showed entrepreneurial orientation (Beta coefficient: 0.288), market orientation (Beta coefficient: 0.181), organizational learning (Beta coefficient: 0.125), organizational innovation (Beta coefficient: 0.232) and competitive advantage (Beta coefficient: 0.234) have a significant effect on the export performance of Guilan companies. Also, entrepreneurial orientation (Beta coefficient: 0.262), market orientation (Beta coefficient: 0.146), organizational learning (Beta coefficient: 0.137) and organizational innovation (Beta coefficient: 0.36) have a significant effect on competitive advantage of Guilan companies. In the other dimension, entrepreneurial orientation (Beta coefficient: 0.387), market orientation (Beta coefficient: 0.275) and organizational learning (Beta coefficient: 0.203) have a significant effect on the organizational innovation of Guilan companies. Finally, entrepreneurial orientation (Beta coefficient: 0.171) and market orientation (Beta coefficient: 0.198) have a significant effect on the organizational learning of these companies.

The results show that entrepreneurial orientation, market orientation, organizational learning and organizational innovation have direct and indirect effects on export performance. Having an entrepreneurial orientation has enabled manufacturing companies to obtain valuable information from the market in the field of non-oil products as well as the market gap in this field, and the organization can better identify market opportunities. The result of such an attitude is organizational learning, higher innovation and successful export performance. Also, the adoption of a market-oriented approach will cause the manufacturing companies of Guilan province to adopt the best response to environmental changes, changes in customers' tastes, as well as unforeseen events, and this preparation and complete study of market trends will create the basis for better performance and gaining a competitive position. It is noteworthy that organizational learning, while acquiring extra-organizational and exploratory knowledge and analyzing this knowledge in order to solve the company's problems (exploitative learning), facilitates the opportunity to create a competitive advantage and, subsequently, continuous export performance. Also, innovation facilitates the creation of a competitive advantage and subsequent higher export performance by focusing on areas such as the development of innovative products in accordance with market needs, technological processes for the production of innovative products, designing new marketing strategies, as well as adapting to unexpected opportunities. Finally, competitive advantage, in turn, is directly related to the availability of resources and core competencies and cost leadership and distinctive strategic strategies. From this point of view, when manufacturing companies are successful in the field of differentiation strategies and cost leadership, on the one hand, they inject products and services that are special and different from their competitors to the target market, and on the other hand, by reducing the costs of producing products, they offer highly competitive prices that leads to a favorable export performance.

In the current era, companies can maintain their long-term advantages in competitive fields by relying on innovation and strengthening and promoting innovation within themselves. The current research was conducted of identifying and ranking the effective indicators of the capacity of innovation with a qualitative-quantitative approach, which in terms of purpose is included in the category of development-applied research. The population studied in the qualitative section included 14 activists and experts in the field of research and development and innovation, and the findings of semi-structured interviews with them using a purposeful snowball sampling method led to the identification of 23 open codes. became in the quantitative part, the statistical population included all the managers and senior experts of the cooperating private companies in the number of 400 people, and 180 of them were randomly selected using Morgan's table. The data collection tool in the quantitative part was a researcher-made questionnaire, which was developed using the literature study, research background, and interviews. The findings indicate that among the identified criteria, the highest average rank belongs to the process category (4.13) and the lowest average rank belongs to the output category (4.00). It can be said that the identified indicators have a great impact on innovation and capacity improvement for private companies, which should be properly examined and the weaknesses and strengths of the organization should be evaluated to maintain and increase capabilities.

The aim of the current research is to present a model of customer participation with brands in social networks with an emphasis on cultural differences. The research method is applicable in terms of purpose, mixed (qualitative-quantitative) in terms of execution method, exploratory in terms of nature, and descriptive and survey type in terms of information gathering and analysis method. The statistical population in the qualitative part includes 10 experts from the scientific community and academic specialists and experts of the top 500 companies in Iran based on the ranking of the Industrial Management Organization, who were selected purposefully; and in the quantitative part, it includes the managers of the top 500 companies in Iran based on the ranking of the industrial management organization, and the statistical sample will be selected from among the companies that have active accounts in social networks and considered as the statistical population; and based on Cochran's formula, 217 people were selected as a sample by random sampling method. Data analysis in the qualitative section is based on the content analysis method; and in the quantitative section, SPSS and PLS software are used. The results of the qualitative part show that this research includes 14 dimensions and 30 components, and the results of the quantitative part show that the dimensions and components of customer engagement with brands have an impact on social networks with an emphasis on cultural differences. Also, the results show a strong and very good fit of the model.

The current researcher presents the strategic model of the green brand to achieve the success of competitive components in the food industry, which is done by a combined (qualitative-quantitative) method.

In this research, in the qualitative phase, using open codes, axes and selection were used, and experts in the food industry, including managers and equipment of Kaleh Company, were selected as samples. Data collection tool in the quantitative part, Excel and SMS software are used.

The findings of the research include 10 dimensions (available resources, innovations, strategies, capabilities, requirements, research and development, facilities and equipment, value creation, entrepreneurship and cost leadership), 6 components (human and support resources, social capital and behavior organizational culture and .performance and opportunities) and 88 indicators were identified.

Companies that follow green marketing (especially Kaleh Food Industry Company), try to use company processes and marketing methods to balance environmental, economic and social dimensions to ensure long-term development, to attract customers and Use participation in society. The fit of the model was calculated through the GOF model as the geometric mean of R2 and the mean of sharing, which has a value of 0.830, it showed that the model was favorable and as a result, the overall model was confirmed.
Also, the comparison of the research results with the research conducted in this field shows that the results of the research are consistent with the conducted research