جستجوی مقالات مرتبط با کلیدواژه « استارت آپ » در نشریات گروه « صنایع »

Creating a new business is very important; Because it creates new job opportunities, produces new technology and creates wealth and value in the society. For this purpose in countries, startups are responsible for this. Startups are not necessarily a company and do not have an independent legal personality, but are a group of facilitators and enablers.The purpose of the research is to identify the antecedents and outcomes of mentoring development in food industry startups. The research method is qualitative with exploratory design, grand theory method and practical-developmental purpose. At first, 15 academic experts in the field of entrepreneurship management and food industries of the country participated with targeted theoretical sampling. Qualitative analysis was conducted during five rounds of interviews until saturation and theoretical consensus were reached for open, central and selective coding of the categories of antecedents and outcomes of mentoring development in food industry startups. The paradigmatic model of research in 4 axes; 23 categories, 102 concepts, 145 items & 4 structures: antecedents (causal, contextual & intervening) conditions and outcomes (consequences) were placed. Antecedents were identified in 19 categories and outcomes: in 4 categories. Managers and policy makers of the country's food industry can take an effective step towards increasing socio-cultural, professional, economic and marketing results, improve efficiency and effectiveness, and develop the role of mentors in guiding food industry entrepreneurs with the favorable management of mentoring in the creation and development of food industry start-up drivers.

Today, business to customer e-commerce systems are the most important business systems in providing services and goods to customers. Startups in these systems need methods to be able to expand their market to respond appropriately to customers. One of the recent innovations to develop services and goods in startups is the use of sharing economy. sharing economy in B2C startups make better use of facilities and resources and helps them to reduce transaction costs and improve productivity. Therefore, the purpose of this study was to present a B2C e-commerce model with an emphasis on sharing economy in startups, which was done in combination. The present research is fundamental in terms of purpose and descriptive-correlation based on the method. In the first step, effective factors were identified based on content analysis and interviews with 15 academic experts. The output of this stage was 14 components in 3 dimensions (technology, social and economic). Then, in the second step, the identified dimensions were graded by interpretive structural method and clustered by Mikmak analysis, which was analyzed using Excel software. Interpretive structural results showed that the components are in 10 levels, also Micmac analysis showed that the components (trust- collaboration- product- communication quality- economic factor) in the dependent cluster, components (website usability- availability- obligation- sharing information- information quality) in the link cluster and components (social value- security- infrastructure-customization) are also in the independent cluster.

The aim of this research is to study the effective factors on the selection of collaboration strategy among startups and brands. The managers and experts of knowledge-based companies in Qazvin Science and Technology Park, and also, some of the active brands of Qazvin industrial towns are considered as the statistical population of this research. The number of required samples was 80 persons regarding Morgan Table. Researcher-made questionnaire, based on indices mentioned in Kohler article (2016), is compiled to gather the data, and T-Student & Freidman methods are applied to test the hypotheses. Findings show that the degree of conformity between the brand and startup goals, the time of startup establishment, and the variety of innovative ideas are effective on the selection of collaboration strategy. The startup’s need to new channel for products distribution and to enter new markets, and the startup managers’ desire to increase the credibility of their companies, influence the selection of support strategy. Also, the financial power and need of the brand, the financial need of startup, and the importance of the access to company resources and to the startup’s talents are effective on the selection of investment strategy. Besides, the risk bearing of the managers, startup value, and innovation gap affect the selection of absorption strategy.