دو ماهنامه بررسی های بازرگانی
سال شانزدهم شماره 88 (فروردین و اردیبهشت 1397)

Synchronous co-operation between competing companies, which is referred to coopetition, has recently been considered by industries. Companies use this strategy for various purposes, such as increasing productivity, improving competitive positioning and gaining their industry knowledge and technology. Reviews indicate that this phenomenon has not been modeled in Iran Automotive Industry yet and its dimensions and components has not been identified. In this paper, researcher intends to identify and explain coopetition model in Iran Automotive Industry by use of Qualitative Methodological Tool and Grounded Theory strategy. Statistical population of this study are Iran Khodro Company and SAIPA Group, and sampling method is theoretical sampling. Results are identified in three parts. The first part deals with coopetition drives which include internal and external drives and factors, the second part deals with coopetition process with centered cooperation strategies and, finally the third part deals with outputs of using coopetition in Iran Automotive Industry.

This study investigates the effect of integrated supply chain on competitive capabilities. Integrated supply chain is the degree to which the manufacturer collaborates with his supply chain partners strategically and manages processes inside and outside the organization to achieve the effective and efficient flows of products and services, information, money and decisions to provides the greatest value for the customer in a collaborative way. This study investigates the relationship between the dimensions of integrated supply chain and competitive capabilities. To achieve this goal, the relationship between the dimensions of integrated supply chain (internal integration and external integration) and competitive capabilities (cost, quality, delivery, product innovation) is investigated using a conceptual model. The tools to collect data in this study include the researcher-made questionnaire and statistical sample include 44 managers from industry and Mines companies and organizations in Khorasan Razavi and the respondents were 42 male (95%) and 2 female (5%). The results of testing hypotheses show that in overall, internal and external integrations have significant and indirect impact on competitive capabilities at 0.71 and 0.19, respectively. In other words, the results show that internal integration is a prerequisite for external integration. The study also shows that internal integration and external integration have a positive impact on improving the competitive capabilities of the company. It should be noted that the internal integrity also improves competitive capabilities through external integration.

Industrial clusters bring member firms the opportunities and advantages to save resources and increase competitiveness through cooperation and joint activities. One of these opportunities is knowledge sharing, using shared resources. If cluster firms want to create knowledge directly or acquire it out of the cluster, it is necessary to spend much money and time. The aim is to maximize knowledge transfer between firms of a cluster regarding budget and time limitations, using existing knowledge flow networks. The issue is formulated with a new model of mixed integer programming and solved by the CPLEX solver for Semnan plaster production industrial clusters. The results of sensitivity analysis show that knowledge transfer is much more influenced by budget than by time constraints. The results help cluster managers to have a better understanding, regarding the available resources and business conditions, to maximize the results obtained from the knowledge transfer.

through enhancing awareness and individual's knowledge about the importance of social welfare, the environment has become a serious concern for people. The importance of environmental issues, increasing public regulation, the widespread competition of organizations and the public opinion pressure has led organizations to pay attention to the environment in addition to profitability and more sales. Due to the importance of this concept, this study examines an eco-friendly export marketing strategy with the mediator role of Porter's competitive advantage. In this regard186 questionnaires were distributed among exporters and the data are using the Lisrel software analyzed . The results indicate that all of the hypotheses are approved except for the direct impact of the environmentally sustainable strategy on export performance.

With business being more competitive and complicated at international level, the necessity of managers’ attention to enter to global markets was emphasized as a commercial advantage for companies. In current arena, performance evaluation plays an important role in companies’ success according to complicated and dynamic environments, information velocity and volume. Various models are developed to measure performance. One of these models is balanced scorecard which has many priorities upon similar methods, for instance, all of used performance measurements in four dimensional perspectives Financial, Customers, Internal processes and Growth and learning are related with organization strategy. This study deals with performance assessment of Ceramic and tile cluster strategies to enter foreign markets spanning the period (2015-2016) using Balanced Score Card Model. Company strategies and effective index upon these strategies performance is exhibited on the basis of research literature and identification questionnaire and by using experts’ views in Balanced Score Card Model. Different techniques were used to determine the degrees of parameters priority to each other including AHP and Eigenvector technique and SMART methods. It contains two statistical societies.
First statistical society includes 15 experts of international cooperation section and second one includes 45 experts of Ceramic and tile cluster of Yazd strategic assistance section. Final Model of Balanced Score Card shows success degrees of each entrance to foreign markets strategies and BSC perspectives. Balanced Score Card perspectives, with order of success degrees, are: Customer 37%, Business processes 35%, Innovation and development perspective 33.5%, and Financial 27%

Today, in both developed and developing countries, there has been increasing attention to investment in small- and medium-sized enterprises (SMEs). Due to their flexibility and dynamism structure, SMEs could easily adapt themselves to the demands of customers, who have changed their styles rather than the past and seek various products and enter into the market of different countries. On the other hand, because SME's make a large share of employment and products in developed and developing countries, policies have pushed toward greater support and activation of this sector. According to this, the present study is aimed at investigating the empowerment of SMEs. This research enjoys the use of an applied and analytical method. In order to identify the factors, documents of 7 organizations under the Ministry of Industry, Mine and Trade of Iran (Small Industries and Industrial Parks Organization, Trade Promotion Organization of Iran, Investment Guarantee Fund, Export Guarantee Fund of Iran, Industrial Development and Renovation organization of Iran, Bank of Industry & Mine and Consumers and Producers Protection Organization) were reviewed, and semi-structured interviews of experts were used through qualitative thematic analysis. The results of content analysis and interview with experts were classified into six main criteria (including financial and credit support, trade support, infrastructure support, information and knowledge support, facilitating rules and social and cultural support) and led to 31 subcriteria.