digital technologies

In the last decade, with the expansion of the Internet, the number of online clothing stores in Iran has increased rapidly. This rapid development has been accompanied by challenges such as lack of differentiation between brands and reduced customer loyalty. This research aimed to identify the dimensions of online retailing based on brand storytelling in the Iranian clothing industry in a mixed (qualitative and quantitative) manner. Using the grounded theory method and interviews with 14 experts, 20 main concepts were extracted in the form of causal conditions, central categories, contextual conditions, intervening factors, strategies, and consequences. Then, the components were screened using the fuzzy Delphi method. In the next stage, the most important components were identified and weighted using the Swara method. The results of this study showed that engaging and relevant content, story coherence, customer emotion, and brand authenticity are key factors in the success of brand storytelling. Also, digital technologies, shopping experience personalization, and the use of social networks were identified as effective strategies. Intense competition and changes in consumer preferences were influential intervening conditions. The positive outcomes of this approach include increased customer loyalty, brand differentiation, and improved content engagement and sharing. This study suggests that Iranian clothing brands can establish a stronger emotional connection with customers and improve their position in the competitive market by utilizing storytelling and new technologies.

Digital technologies have had a profound impact on today's world, affecting businesses of all sizes and industries worldwide. Various industries such as banking, insurance, automotive, petrochemical, steel, energy, food, entertainment and education are experiencing fundamental changes based on digital technologies. In the current era, organizations have entered a new era in which digital technologies have revolutionized the majority of industries in different aspects, from products and services to customer expectations. To survive in this new era, organizations must undergo digital transformation, making deep changes to their activities, processes, capabilities, and business models to take advantage of digital technologies in their value chain. Digital transformation is not limited to a specific department of the organization, but rather affects various aspects of the organization and brings significant cultural and structural changes. Digital transformation is an inevitable necessity and a vital strategic issue for today's businesses, which will suffer from great losses if they do not adopt and implement the right strategy and consequently, they might fail. digital transformation strategy is defined as an emerging strategy for pre-digital organizations to coordinate and prioritize digital transformation initiatives and build capabilities to accept and implement digital business strategy. By specifying the path of digital transformation, this strategy could be considered as a guide for managers to lead digital transformation initiatives throughout the organization and determines the vision, goals, operational plans, necessary resources and capabilities for the digital transformation of the organization. However, the lack of a comprehensive reference framework that includes the various dimensions of digital transformation is a serious challenge in this field. Thus, this research aims to identify the content dimensions of the digital transformation strategy.

First step, by using a systematic literature review and a meta synthesis method, after screening and analyzing 22 selected articles, the primary codes were identified through open coding, then semi-structured and in-depth interviews were conducted with 17 experts, and the information collected with the method of qualitative content analysis (Hsieh and Shannon approach). In this research, in order to select experts, Judgmental Sampling has been used and all the selected experts had the experience of participating in the design of the digital transformation strategy. 

Based on the research findings, 72 identified codes were converted into 5 dimensions and 14 sub-dimensions. In the final framework, the dimensions and sub-dimensions are: value (business model, customer experience, employee experience and operational processes), digital technologies (Disruptive technologies and Common technologies), governance (leadership and governance style, ecosystem and structure and operational model), Dynamic capabilities of digital transformation (transformation capability and digital capability) and resources (financial resources, human resources and knowledge resources).

Organizations must undergo digital transformation to survive and remain competitive. Digital transformation is a risky path that affects all dimensions and strategies of the organization. Therefore, the leaders of the organizations are faced with different key decisions in this direction and should use a suitable strategy. Digital transformation strategy is a strategy for directing, coordinating and prioritizing digital transformation actions. By defining the path of digital transformation, this strategy is a guide and a model for key decisions and guiding initiatives in this area throughout the organization. Considering the lack of a comprehensive reference framework that includes different dimensions of digital transformation, the present research was conducted in order to identify the content dimensions of the digital transformation strategy. According to the results of this research, in order to formulate digital transformation strategy, organizations should make key decisions in the five dimensions of value, technology, governance, dynamic capabilities of digital transformation, and resources. What value will digital transformation creates for the organization, which digital technologies should the organization use in this direction, what changes should the organization make from the perspective of governance, which capabilities does the organization need for digital transformation and what resources does it need for this path; these are key questions that the organizations is required to answer in each dimension. The identified content dimensions are the key areas of decision-making in order to shape the digital transformation strategy. Understanding and making the best decisions for each dimension is crucial for success in the path of digital transformation.

Despite the technological revolution transforming work processes, digital transformation requires inherent human skills to ensure the usability and efficiency of digital technologies. Accordingly, the labor market must adapt to these related demands. The Fourth Industrial Revolution has significantly impacted the workforce, leading to major shifts in job profiles. The aim of this research is to design a competency model for the workforce during the Fourth Industrial Revolution and to test this model in large manufacturing companies in East Azerbaijan Province.

This study is classified as applied-developmental research and employs an exploratory mixed-method approach (qualitative-quantitative). In the qualitative phase, the grounded theory method and NVivo software were utilized to determine the structure and components of the workforce competency model in manufacturing industries. In the quantitative phase, structural equation modeling was employed. The statistical population in the qualitative phase included academic experts and industrial managers, while in the quantitative phase, industrial managers formed the population (302 individuals). The qualitative sample was selected based on theoretical saturation, resulting in 17 expert participants for interviews. In the quantitative phase, 90 managers were selected using the rule of thumb sampling method. The study's spatial domain included large manufacturing industries in East Azerbaijan Province, and the temporal domain was the year 1401 (2022-2023). Research tools included semi-structured interviews for the qualitative phase and questionnaires based on qualitative findings for the quantitative phase. Data analysis in the qualitative phase was conducted using open, axial, and selective coding, while structural equation modeling was employed for quantitative analysis.

The findings indicate that causal, contextual, and intervention conditions directly influence the design of a workforce competency model for the Fourth Industrial Revolution. Causal conditions, such as the dynamic technological environment and the need for new skills, push the workforce towards continuous learning and skill updates. Contextual conditions, including cultural support and infrastructure investment, strengthen learning processes and competency development. Intervention conditions, such as managerial interventions and training programs, enhance workforce capabilities in technical and social domains. These factors contribute to achieving organizational goals and improving job satisfaction by enhancing organizational performance and work quality. The findings underscore the necessity of adopting appropriate strategies to continuously improve workforce competencies, enabling organizations to succeed in today’s competitive environment.

The research results highlight the importance of identifying key skills for designing a workforce competency model in the Fourth Industrial Revolution. These skills include mastery of new technologies, social skills and collaboration, adaptability and flexibility, and critical and creative thinking. These competencies are crucial for strengthening workforce capabilities and addressing new workplace challenges. Furthermore, the study emphasizes the need for supportive cultural and governmental infrastructures to facilitate successful implementation. Consistent training and development programs should be employed to enhance employee skills. Ultimately, this competency model supports organizations in increasing productivity, improving work quality, and enhancing job satisfaction and talent retention.

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.

This study has been conducted with the aim of examining the studies conducted regarding the challenges facing jobs and the future workforce under the influence of digital technologies. The method of conducting this research is a systematic literature review. The study community of the current research was the articles available in the field of digital technologies and the challenges created by them in the scientific databases of Emerald, Science Direct, Wiley, Taylor and Francis, Springer and Sage since 1998, which is 1225 sources. were identified and after applying the entry and exit criteria, their number was reduced to 79 sources. Finally, after evaluating the quality by removing 40 sources and using the Kasp method, 39 sources were selected for final review and coding. As a result of the coding process, 80 raw codes were extracted and placed in 7 final code categories. Also, to control the concepts resulting from the coding process, the resulting codes were provided to two experts. Finally, the challenges identified in the current research were classified into individual, psychological, occupational, organizational, moral, social and work-family conflict challenges.

This study focuses on designing a digital transformation model for the offshore oil and gas industry in Iran to be utilized in the strategic planning and policy-making process in the industry. While applying digital achievements and novelties in the oil and gas industry is not new, employing digital transformation in this sector is relatively new. Digital transformation, when implemented in the Iranian offshore oil and gas industry, helps the sector become a world leader, therefore benefiting from all the benefits that come along with digital achievements.
 
This research adopts a qualitative approach and utilizes the grounded theory research strategy. The data gathered from interviews with industry experts and documentation and reports concerning digital transformation, especially in the oil and gas industry, helped the researchers construct a comprehensive model. Through the grounded theory approach, the study could design a model of digital transformation in the offshore oil and gas industry of Iran, including six main elements: phenomenon-centered, consequences, causal conditions, contextual conditions, intervening conditions, and strategies.
 
One of the most notable instances of phenomenon-based digital transformation in the offshore oil and gas industry involves using digital technology tools for data-driven decision-making, consistency in industry decisions, and improving operational efficiency and productivity of personnel and equipment. Furthermore, among the most effective strategies to achieve this goal at the organizational level, stand cooperation with various bodies such as reputable information technology and communications companies, universities, and active startups in the digital technology sector. Also, promoting an organizational culture based on the adoption of digital technologies at industry and national levels via establishing stringent environmental and safety regulations for personnel who work on offshore platforms and supporting investment in digital transformation in the oil and gas industry can help with reaching the set targets.
 
The key consequences of digital transformation in the offshore oil and gas industry at the organizational level include increased efficiency in organizations active in the offshore oil and gas industry, increased accuracy and speed in decision-making based on data analysis, and the possibility of proactive, targeted maintenance and cost-saving in organizations. Digital transformation in this industry can lead to consequences such as increased oil recovery factor from offshore oil reservoirs, reduced environmental risks in marine environments, and improved performance in the offshore oil and gas industry at the industry and national levels.

According to statistics provided by the Small Industries Investment Support Fund in 2017, Iranian businesses accounted for only 10% of the country's export volume. Furthermore, technology-oriented businesses with advanced products made up only 1.5% of Iran's non-oil exports, according to the United Nations Development Fund. This indicates that Iran has not been successful in this area, and its rank in this field is lower than that of other countries in the region. Developed countries, on the other hand, emphasize the expansion of agriculture and technological industries. Therefore, there is a significant performance gap and unfavorable state of Iran's economic drivers when comparing the country's statistics and current position with the lofty goals set. Also, since each of the researches have dealt with specific dimensions of the variables affecting the internationalization of businesses and the lack of research that has discussed the intensity of internationalization in relation to strategic agility and entrepreneurial orientation and digital technologies is felt, And since until the research, these structures have not been examined with this combination, this research is innovative in this sense. The purpose of this research is to investigate the impact of digital technologies on the intensity of internationalization of technology-oriented businesses, with the mediating role of strategic agility and the moderating role of entrepreneurial orientation.
The current research is a descriptive-correlational type of research with a practical purpose and data collection through a questionnaire. The statistical population of the research includes technology-oriented businesses in Iran since April 2023, which have a history of exporting. To be considered a technology business, the goods and services of these businesses must be in the field of high or medium to high technologies, and the goods offered must be in production or at least at the level of a laboratory sample (capable of technical review) and services must have sales documents. The population of this research includes 305 employees of these businesses who are active in the fields of international trade. A sample size of 170 people was obtained using available sampling based on Cochran's formula and with an error level of 5% at a confidence level of 95%. The researchers used a 13-item questionnaire with a 5-point Likert scale (5 = completely agree to 1 = completely disagree) derived from standard questionnaires to collect information. The relationships between variables were investigated using the SmartPLS3 software and the structural equation modeling method, which is a statistical model to investigate the relationship between latent variables and manifest variables.
The analysis of SmartPLS3 software showed that digital technologies have a direct and positive effect on the intensity of internationalization of technology-based businesses. Entrepreneurial orientation as a moderator and strategic agility as a mediating variable have a positive and significant effect as well. Therefore, businesses, especially technology-oriented ones, should consider the impact of digital technologies on the intensity of internationalization. They should digitize their processes by using digital technologies to enter and operate more successfully in international markets. Additionally, they should increase the intensity of internationalization by raising the level of strategic agility and using entrepreneurial orientation in their activities.
Technology-oriented companies operating in technology-intensive environments can expand the market for their technologies through internationalization of sales. They may do so in response to small, mature, or highly competitive domestic markets, or because they perceive greater opportunities in foreign markets. In general, the internationalization of technology-based firms is likely to increase as the world integrates, trade barriers decrease, and transportation and communications become more efficient. Therefore, the use of digital technologies can help businesses build better relationships with customers and suppliers, improve productivity, and facilitate faster internationalization. Therefore, it is better for businesses to consider their strategic agility while investing in the use of digital technologies so that they can quickly change their innovations according to the demands of customers and obtain specific information from competitors and improve their products. Design and develop faster and send to international markets.

The current study aimed to cluster the application of digital technologies from Industry 4.0 in the agricultural food distribution network. To achieve this goal, a bibliometric technique was employed to identify prominent trends and themes in this field through the analysis of articles, authors, countries, and co-citations of authors and bibliographic pairs. Through an extensive search in the Scopus scientific database, bibliographic information for 331 valid and relevant scientific articles was acquired. This information was inputted into the bibliometric package in R software, and the most influential journal, author, university, country, and most cited authors were determined. To visualize the information, Vosviewer software was utilized for co-citation analysis of authors, cited references, and bibliographic pairs. The findings from the network analysis revealed that the studies on the application of digital technologies in the agricultural food distribution network can be categorized into five main clusters.

The purpose of this research is to identify and investigate the relationship between the barriers to the implementation of the circular economy and Industry 4.0 in the supply chain in one of the polluting industries of the country (Yazd Glass Complex). In order to identify the barriers and categorize the barriers, the Meta-Synthesis approach was used, and in the quantitative part, in order to present the pattern of relationships between these barriers and their prioritization, the combined method of Fuzzy DEMATEL- ANP (FDANP) was used. The findings of the qualitative section included the identification of 24 obstacles in 5 dimensions. In the quantitative part, the findings showed that economic, infrastructural and technical-legal barriers are considered as causal dimensions that affect human resources and organizational-management (Effect) dimensions. Also, the obstacles of lack of expertise and knowledge of employees regarding the circular economy and Industry 4.0; Fear of unemployment and resistance to organizational and process changes and lack of funds and financial tools for training and research and development and operations are the most important obstacles in the implementation of the circular economy and Industry 4.0 in the supply chain of polluting industries such as the glass industry.

The current research explores the role of urban entrepreneurship, digital technologies and smart logistics on sustainable business in the smart city with the role of moderating market turbulence; which is descriptive and correlational in terms of practical purpose and in terms of data collection method. The statistical population of the current study was 600 knowledge-based enterprises located in science and technology parks in Tehran, of which 234 were selected based on Morgan's table and using available sampling method. Necessary information about the subject of the research was collected from the entrepreneurs of these companies. Data were collected through a standard questionnaire and analyzed using Smart-Pls software. The validity and reliability of the questionnaire was measured and confirmed using related tests. The results showed that urban entrepreneurship, digital technologies and smart logistics have a positive and significant effect on sustainable business in the smart city. Also, the moderating effect of market turbulence in the relationship between digital technologies and sustainable business in the smart city was confirmed.

In the present study, the effect of digital technology support on entrepreneurial intention has been investigated according to the mediating role of the components of the theory of planned behavior. This research is applied in terms of purpose, quantitative in terms of approach, and descriptive-correlational in terms of type. The statistical population of the research included all students of the faculty of humanities of Imam Khomeini international university of Qazvin, 315 of whom were selected by random sampling. The data collection tool was the standard questionnaire, and structural equation modeling and Smart PLS3</sub> software were used to analyze the data. The results of the research showed that the variables of educational support, relational support, and structural support have a positive and significant effect on entrepreneurial intention. Personal attitude had a mediating role between relational support and educational support with entrepreneurial intention, and perceived behavioral control also had a mediating role between structural support and educational support with entrepreneurial intention. The findings of the research show the important role of supporting students in the digitalization process in order to encourage them towards entrepreneurship. Therefore, policy makers, government planners, and educational institutions can benefit from the results of this research to come up with strategies and solutions to encourage entrepreneurship among students.

 Redesigning the business model is a prerequisite for the development and survival of organizations in the digital age. Accordingly, instead of relying on static models, every organization should update its business logic in line with environmental changes and customer expectations by utilizing the capabilities of technologies. The purpose of this study is provide a systematic approach to business model innovation based on using digital technologies.

 In the first phase, business model innovation components were extracted from 42 selected articles. Then, by survey method and by non-random and purposeful sampling of technology experts and fuzzy analysis of the received questionnaires, the application of digital technologies in the innovation components of the business model extracted in the first phase was presented.

 In the first phase, the components of the model were identified in the five categories, innovation in value network macro-activities, innovation in intra- organizational macro-activities, innovation in structure, innovation in governance and innovation in financial affairs and themes. Then, by extracting the views of experts in the field of technology regarding the application of digital technologies, including seven groups of platform, connectivity, Actor-based product, sensor-based data collection, analytical insight generation, analytical interaction and augmented interaction, the business model innovation framework is presented.

 The findings indicate in response to environmental dynamics and changes, innovation in what dimensions and components of the business model and using which group of digital technologies should be considered.