نشریه مدیریت زنجیره ارزش
پیاپی 5 (بهار و تابستان 1396)

Considering the fact that the customers of a company or organization is the most important factor of profitability and prosperity are of special and importance, therefore, in this descriptive survey, the present survey investigates the effect of social responsibility on satisfaction and loyalty of Pasargad bank customers in West Tehran Branch. For this purpose, a research model has been developed, which is based on nine hypotheses. The data gathering tool was a questionnaire. Also, a random statistical sample of this study was conducted by 384 Pasargad bank customers. Data were analyzed using SPSS and LIZREL software. According to the results, the variables of social responsibility, service quality, and customer-client identity are affected by the customer satisfaction. Also, the identity of the organization and the client do not affect customer loyalty.

Organizations increasingly rely on information technology (IT) to improve the supply chain process, implementing enterprise resource planning and human resource management.Yet, past evidence suggests that the investment in IT does not guarantee organizational performance improvement. The aim of this study was to investigate whether ERP systems, SCM, HRM increases the efficiency of organizational performance. The data for research hypotheses were obtained through a questionnaire. The structural equation modeling technique was used to evaluate the causal model and to examine the reliability and validity of the measurement model. The offered model and obtained data from the questionnaires are analyzed through the Smart PLS program. The results showed the positive impact of ERP systems on firm performance and increased efficiency. Also, the results showed SCM and HRM impact on firm performance.

In nowadays' turbulent business environment, perhaps it could be said that the role and importance of achieving the agility paradigm requirements in order to achieve excellence in all levels: individual, organizational and supply chain to manufacturing enterprises is more vital than other new emerged contributions. In the present study the agility enablers for automotive industry suppliers identified and classified. All of the small and medium enterprises producing auto- parts as suppliers in this industry in North West of the country consisted as the study population. The statistical sampling selected among the heads of this companies, also specialists, researchers and university professors which have executive or strong research history on the agility of the supply chain was conducted as a group of experts. The sample number using the Cochran relation for statistical community with an undisclosed amount of population, 265 people were identified. Data by using the questionnaire consists of 36 items has been collected. Its validity and reliability investigated by content validity and test-retest reliability using Spearman's correlation coefficient (r =0.814) has been reviewed and approved respectively. The results of exploratory factor analysis identified all of 36 indicators as the enablers of agility for suppliers in the auto-part industry. The results of exploratory factor analysis, classified indicators in the form of eight components, as follows: "management capabilities, flexible human resources, improving time performance, information technology methods, reduction of destabilizing factors, improving product quality, cost effectiveness and dynamic approach to the customers", with regard to the factor names constructing each of the component.

The aim of this study was to evaluate the impact of customer relationship management (CRM) and enterprise enterprise resource planning (ERP) on the performance of the organization with mediator role of integrated system and process (Case Study: MehvarSazan Iran Khodro Company). This study is applied and descriptive type. The population of the research including managers and experts of various sectors which was 120 peopole. Questionnaires distributed among the population and 91 questionnaires were returned. PLS software used to analyze the data collected. In this study, the effect of CRM, ERP organizations system and integrated process, were studied. The results showed that CRM and ERP have not any impact on pridiction thinking and would not make any performance valuein. Also, integrated system has a positive effect on CRM and ERP but it is not make the performance values. Process Integrated has apositive effect on CRM, but it is not a positive effect on ERP and it has no positive impact on the performance value. Finally, according to findings suggestions made to the officials and managers of MehvarSazan Iran Khodro.

The aim of current research investigation is to investigate the effect of Word of mouth advertising on customer preferences in the industry flour milling companies in East Azerbaijan province respectively. The population of this research is to supply, all buyers to store flour in the province during December 1395, have been referred. Unlimited because of the number of the population, sample of 196 individuals was selected. Collect data, questionnaires. To analyze the data collected, SEM was used for collected data analysis using SPss & Lisrel software's. Findings of the study indicated positive and significant effect of word of mouth on customer’s preferences, Brand associations and brand awareness, positive and significant effect of brand awareness on customer’s preferences. Moreover, in this study the intermediary role of the brand awareness confirmed in the relationship between word of mouth and the customers’ preference in choosing and buying flour brand in East Azerbaijan.

The purpose of this study was to assess the impact of social capital on export performance, with an emphasis on the mediating role of organizational and organizational commitment at Oslo. For this purpose, 88 managers of the production, sales and export department of Osnova were considered as statistical sample and data were collected using a questionnaire. Validity and reliability of the questionnaire were determined using validity and reliability of Cronbach's alpha. The results showed that the information gathering tool has acceptable reliability and validity. To evaluate the assumptions of the study, T-VALUE was used. For this, the PLS statistical software was used. The results showed that there is a positive and significant relationship between social capital and organizational commitment, organizational cooperation and export performance. Considering that there is a significant relationship between organizational commitment and organizational cooperation with export performance, two variables of organizational commitment and organizational collaboration as intermediary variables, the relationship between social capital and export performance is influential.

Strategic Knowledge is a tern used by some to refer to what might be termed know-when and know-why. Although Management of Strategic Knowledge seems reasonable to conceive of these as aspects of doing, it is difficult to envision them as being separate from that doing. In other words, we can separate out strategic knowledge only in the describing, not the doing. Consequently, strategic knowledge and Information Technology is probably best thought of as a subset of declarative knowledge instead of its own category. Most administrative and procurement officials have been less exposed to the benefits, and hence, are less open to the use of the Value Method on their programs. Many of these managers have not heard of the process. Others are unaware of its potential benefits and are unfamiliar with the costs of a value study. Traditionally, the project or process benefiting from the value study pays the cost of conducting it. For administrative or procurement processes, a proposed study may complete directly with salaries for funds. Therefore, Intelligent Knowledge administrative and procurement mangers do not perceive that immediate benefits are obtainable through a value study by Knowledge Sharing. An additional consideration affecting acceptance is that an administrative or procurement related activity may have an associated legislated by Knowledge Sharing. The Intelligent Knowledge intent of these agendas may have good motives behind them. However, in such situations the responsible individuals or organizations may prefer that the agenda be less open to scrutiny. These definitions allow reviewers of a study to quickly understand its scope and limits. To ensure the opportunity to achieve the highest value, Management of Strategic Knowledge staff attempt to keep management or administration directed mission charges flexible enough to allow innovation. Further, Intelligent Knowledge studies, by definition, remain totally independent.