فصلنامه مطالعات مدیریت راهبردی
پیاپی 51 (پاییز 1401)

Aim and

Cloud computing has become so important today that it is referred to as the fifth most common industry, after water, electricity, gas and telephone, and its development path is rapidly accelerating the entire IT infrastructure of a city or country. Introduction of new technologies such as IoT, mobile computing, health services, sensor networks and big data (Levitt, 2009; Free Iranian Cloud Computing Society, 2016). According to the National Institute of Standards and Technology (NISI), cloud computing is a model for providing access to a range of computing services and resources such as networks, servers, storage space, and applications on demand through the World Wide Web. It should be done quickly and with the minimum intervention of suppliers and sellers, and according to the needs of consumers, it can be prepared and used (Mel, 2011). A look at the statistics available on cloud computing technology highlights the importance of this field of technology. The authors believe that in a world moving towards sustainable development, sustainability is a winning strategy for business success (Francischelli, Santro and Candello, 2018). Therefore, introducing the business model of sustainable cloud services is one of the ways that can help companies in the cloud services industry to use this model and optimize it with their conditions and facilities to form their competitive advantage and in regional, national supply. And even compete internationally. Therefore, this research provides a framework that helps cloud service industry managers to strengthen their competitiveness in the market by identifying a sustainable business model suitable for their collection, as well as to develop competitive advantages and achieve optimal productivity.  Therefore, in the present study, we seek to identify the factors affecting the development of the cloud services business model to provide a new framework and add new components to the literature in this field.

The present study is a part of applied research. The strategy used in this research is content analysis. Content analysis is a process that leads to the analysis, summarization, classification and inference of specific features of the text. Considers content analysis to be a process of collecting, organizing, and standardizing. Content analysis is more important in humanities and social science research because of the ability to systematically analyze deeper and more complex information and comments, such as semi-instructional interview reports. In this study, exploratory interviews were conducted with 18 key informants to obtain the required information. The sampling process is purposeful and strategic and continues until the process of analysis and exploration reaches theoretical saturation.
 

From the interviews, a total of 245 initial conceptual propositions were obtained in the open coding stage. In the next coding stage, the final code was obtained by merging the obtained codes and removing the irrelevant and redundant items.
The results of the interview showed that sustainable cloud services have 5 main dimensions of economic, social, environmental, governance and ethical and business model design should be done by considering these 5 dimensions.
 Discussion and

The economic dimension refers to the production of goods and services as a prerequisite for improving living conditions; The social dimension refers to the equality of all human beings and their opportunities to access resources according to basic needs such as food, water and development through improved living conditions such as health care and education; The environmental dimension is related to the Earth ecosystem and the reduction of man-made carbon and the environmental imbalance created by the terms pollution, ozone layer, greenhouse gases, non-degradable waste, deforestation, overfishing, and The governance dimension is also related to the ways in which power is spent on managing economic and social resources for development. This issue theoretically dates back to 1990. In fact, when international aid agencies recognized that poor and developing countries were facing many obstacles to their economic development, the concept of governance also found its place as one of the drivers of economic growth and development in various economies. In the context of a favorable political and institutional environment that respects human rights, democratic principles, and the rule of law, good governance is the transparent and accountable management of human beings, nature, economic and financial resources for equitable and sustainable development. The fifth dimension of the identified components goes back to ethical issues; With the growth of information technology, the opportunity for immoral activities in the cloud has also increased and the need to control these activities has become a global concern. On the other hand, the pervasiveness of new computing technologies will transcend geographical areas and, if unable to protect individuals' privacy and pose threats to data security, will cause irreparable damage to the pervasiveness of services and concepts.
Business models express value propositions by identifying the market, identifying value chains, locating the company, combining assets for supply, and determining revenue mechanisms and cost structures.
The identified factors of the present study for the business model in the field of cloud services can be used as a modification of the concept of the usual business model with specific features 1) integration of concepts, principles and goals of sustainability in the sustainable business model and 2) integration of the concept of sustainability in the chain Value considered. Therefore; The main innovation of the present study is that a review of the research literature shows that three of the identified dimensions have been discussed separately in the literature, but two other important factors, which are the governance and ethical dimensions, are essentially in the model literature. Cloud business businesses have not been discussed and therefore it is considered as adding keywords to the cloud business literature. Therefore, in comparison; Findings of Sterwalder and Pignor (2010); Jericho and Forum (2009); Biswas (2015); Buchanan et al. (2014); Boken and Shorts (2016); Joyce and Pacquiao (2016); Gizman and Anchor (2016); Boya and Sinf Gill (2018); Gissdorfer et al. (2018); Ojala and Tirvanen (2011); Kozlowski et al. (2018); Bars et al. (2017); Dig and Egret (2018); Mousavi (2019); Kavichi and Wagononi (2020); Witt and Pilak (2020); Gani et al. (2020); Matilla et al. (2020); Da Silva et al. (2013); Dig and Eggert (2018) are in some ways consistent with the findings of the present study
One of the growing areas of Internet-based activities, both in the market and in people's personal lives, is cloud computing. Cloud service is an emerging technology that has attracted a lot of attention around the world in recent years, and this technology provides services through the Internet. The main purpose of this study is to design a conceptual model of sustainable cloud services business. Therefore, researchers in this study, using the qualitative research method and grounded theory strategy, have identified important factors and components related to the phenomenon of sustainable cloud businesses. After conducting 18 in-depth interviews with experts and specialists in the field of cloud services and sustainable development, 207 codes were floated in the open coding stage and 5 economic, social, and environmental, governance and ethical components were obtained in the central coding stage. Also in the selective coding phase, the 9 components of the Osterwalder business model, including customer segmentation, value proposition, customer relationships, distribution channels, key resources, key activities, revenue streams, cost structure and key partners linked to the five Identified component in axial coding phase and eventually a sustainable cloud services business model emerged.

Aim and Given the competitive nature of today's business and knowledge-based economy and increasing the efficiency of knowledge and information, knowledge-based organizations are of particular importance. Field studies show that the majority of knowledge-based companies have low competitiveness and the results of the performance of knowledge-based companies in Iran show that most of these companies face the problem of competition with other companies. In order to survive in today's competitive environment, these organizations, due to their nature, need constant improvement, which is one of the methods of re-engineering previous business models and innovating new models; in other words, the search for competitive advantage based on the acquisition of value from innovation in the business model. Therefore, it can be concluded that just having a business model is not a guarantee for the success of organizations. It should be noted that what is necessary is to maintain and continuously optimize it throughout the life of the organization that the organization can benefit from elements such as exploratory learning and strategic agility to advance this issue. Since knowledge-based companies are recognized as the main agents of commercialization and innovation in developing countries, having innovation in the business model in line with environmental changes is one of the main success factors and a mechanism for creating competitive advantage in knowledge-based companies in changing environments. It is now recognized that having a comprehensive and dynamic business model is essential. The aim of the this study is to provide a conceptual framework to companies to help them achieving business model innovation using exploratory learning and strategic agility.  This research is cross-sectional in terms of time, quantitative in terms of approach, applied research in terms of purpose, and a descriptive-survey in terms of how information is collected. The statistical population of the research is the knowledge-based companies located at the Science and Technology Park of the University of Tehran. Data collection about these organizations has been done by senior and middle managers of the mentioned organizations; thus, 280 questionnaires have been distributed among the managers of 120 companies, and finally, data analysis with 232 returned questionnaires has been performed on 120 organizations.  To answer the research questions, different statistical methods and tests were used by using SPSS22 and SMART PLS3 softwares as follows: confirmatory factor analysis was applied to confirm the validity of the questions and characterize the key factors of each component, and structural equation modeling technique has been used to investigate the fitness of the research model with the collected data. To evaluate the validity of the questionnaire, face, content and structural validity was used. The face and content validity was under the supervision of supervisors and the construct validity was through confirmatory factor analysis, convergent validity and divergent validity. Combined reliability, Cronbach's alpha coefficient and factor loading coefficient were used to assess the reliability of the questionnaire. After interpreting the data, the research hypotheses and the described relationship between the variables of the research model were confirmed. Based on the results, strategic agility as a mediator has a positive effect on the relationship between exploratory learning and business model innovation, and this shows that if the company wants to implement business model innovation, a wise choice can be improving strategic agility with the help of exploratory learning. Companies must actively encourage employees to acquire information and knowledge from customers, partners, competitors, and institutions and promote knowledge flow. The more agile the organization, the more it absorbs the knowledge gained through exploratory learning and thus promotes business model innovation. By comparing the findings of this study and previous researches, it can be inferred that the results of this research are consistent with the researches of Clauss et al. (2019) and Liao et al. (2019). Further, in studies such as Zhao & Jie (2018), Bao, Cheng, and Zhang (2016), Schneider and Spieth (2014), and Abbasi and Fattahian (1396) that the studied variables are somewhat different, the results overlap with the results of the present study.Discussion and This study tries to expand the research literature, especially the Iranian's research literature in the field of business model innovation and its relationship with exploratory learning and strategic agility. Since no research has so far specifically examined the impact of exploratory learning on business model innovation, the findings of this study can be a new step in expanding the foundations of business model reengineering methods. In addition, considering the special importance of knowledge-based organizations in the economy and the need to maintain and continuously optimize their business models, the use of analysis and interpretations based on these organizations will play an important role in increasing their competitive advantage.Finally, according to the results of this study, suggestions at the managerial and research level can be made as follows:Since exploratory learning has a positive effect on business model innovation and strategic agility, it is suggested that the knowledge acquired in knowledge-based companies should always be categorized and institutionalized. Moreover, by participating in collaborative knowledge creation projects, we can provide the ground for exploratory learning in the organization. In order to acquire knowledge from external sources and beyond the current market of the organization, the educational and training needs of employees should be continuously monitored, and specialized and applied courses appropriate to the job and organizational context should be provided for them.  In addition, due to the positive and significant impact of strategic agility on business model innovation, knowledge-based organizations can increase their ability to respond to environmental changes with more careful planning and more flexible organizational arrangements to pave the way for business model innovation. It is also recommended that business processes and revenue structure be continuously evaluated and improved if necessary.Since knowledge-based organizations operate in a competitive and innovative environment, the innovation rate in the business model is expected to be high, so in order to measure the generalizability of the proposed model, more research is needed in different organizational structures like other manufacturing and service sectors, both governmental and non-governmental. It is suggested that another study be conducted to identify and rank the factors affecting exploratory learning using the methods of multi-criteria decision-making techniques. Moreover, to generalize the obtained results to higher levels, the present model should be examined with a wider statistical sample.

Aim and Despite its high complexity, the strategy of forming international joint venture (as one of the main types of strategic alliances) is one of the strategies to be frequently used because of its numerous benefits. Corporate governance is also considered as one of the factors that lead to the successful implementation of this strategy. In spite of the importance of this key success factor which is corporate governance, the lack of a research which has been determined corporate governance different types and recognized the factors which have effect on them is considerable. Therefore, this article intends to first recognize various types of corporate governance in international joint ventures and then distinguish how the determined factors playing role. The present research is conducted based on the systematic literature review method. For this purpose, the related literature was systematically reviewed over a period of one year (from September 2018 to September 2019). In the first step, while determining and specifying the subject of study, the research questions were developed in accordance with the research design. In the next step, the research protocol was designed and an appropriate mental model was designed accordingly. Subsequently, inclusion and exclusion criteria were determined. Accordingly, the comprehensive and systematic search began within the literature and 400 studies were considered. After classification, screening, and measurement of their quality (methodological assessment based on Caldwell's proposed method), 60 studies were finally examined in depth (through a detailed review of their abstracts, introduction, methodology, and results) and the required data were collected. Then, in the last step, the obtained data were classified, codified (using open coding method through Excel software) synthesized and finally summarized. Finally, recognition of 4 corporate governance types which are soft, rigid, control based and corporative based, 8 factors (such as environmental factors, risks, shared resources, parent’s logic and etc.) which have effect on determined types presence and the visual illustration of mentioned results, are the main findings of this article.Discussion and According to the diversity of detected factors, it can be concluded that formation of corporate governance in international joint ventures is a complex process and multi-dimensional concept which cannot be undermined and treated like other types of organizations.

Aim and  In today's digital age, achieving and maintaining a sustainable competitive advantage in terms of delivering the expected value of stakeholders is the key to the success of organizations. The value created by businesses as a perceptual concept is formed based on the knowledge, feelings, and experiences of stakeholders and emerges over time and under the influence of various factors in the form of new paradigms. In the current context, attention to the environment, efforts to reduce poverty, health promotion become one of the main components of identity for businesses, its sustainability and institutionalization in organizational value can be a long-term investment for an organization. Understanding and creating sustainable value has always been one of the strategic elements of business. To this end, organizations must focus on developing and applying green business models to create sustainable value. By examining the relationship between the environment as a new model of management and value creation, organizations can create opportunities to create sustainable value through cost and risk reduction, product differentiation, and the provision of environmentally friendly products. Green processes are an effective tool for realizing this philosophy agreed upon by organizations. The purpose of this study is to investigate the impact of environmentalism and green service processes on creating sustainable value for the petrochemical industry.  This research is applied in terms of purpose and descriptive-survey in terms of data collection method and is of correlation type. The level of analysis of this study is the petrochemical industries of Bushehr province, which were selected by a simple random sampling method. The statistical sample size was calculated as 84 units. In this study, a researcher-made questionnaire was used as a data collection tool, the validity of which was confirmed by the face content analysis method, and its reliability was confirmed by Cronbach's alpha method. The analysis of research data was performed using structural equation modeling with partial least squares approach in Smart pls software.  the research model was fitted with software in the measurement and structure sections. The reliability of the measurement model was measured by combined reliability indices and Cronbach's alpha coefficient and factor loads. Also, the validity of the measurement models was evaluated with the mean value of the extracted variance index. The results showed that the measurement models have good convergent validity. Then the validity of the structural part of the model was fitted and confirmed. Finally, the overall fit of the model was done. The results of data analysis showed that environmentalism has a positive and significant effect on creating sustainable value and green service processes. Also, the results showed that green service processes have a positive and significant effect on creating sustainable value. Therefore, it can be said that green service processes play a positive mediating role between the environment and creating sustainable value.Discussion and Based on this finding, it was determined that environmental actions are effective tools to achieve and strengthen sustainable organizational values. Therefore, managers of petrochemical companies are advised to focus on the components of internal environment management, green purchasing, and management of energy consumption and resources, which have a higher factor burden than others, in order to improve and enhance the environmental performance of their company. Another finding of the study showed that green service processes have a positive and significant effect on creating sustainable value. Therefore, the managers of petrochemical companies are suggested to try to strengthen and redesign their organization's green service processes in order to achieve the advantage of creating sustainable value. In this way, they can focus more on redistribution and waste reduction measures that have a higher factor load than others. Another result of the study showed that the environmental actions of the petrochemical industry have a positive and significant effect on green service processes. In other words, managers of petrochemical industries can improve the green processes and consequently create sustainable organizational value by emphasizing environmental measures and their implementation. Also, managers of other organizations in the current dynamic world are advised to use the model of this study to create sustainable value.

Aim and Enterprise Resource Planning (ERP) is a business application that relates to all the data in the organization's business process and application areas. Organizational resource planning system is an integrated software package resulting from the integration of all information flows in different parts of a company, such as; Finance, accounting, human resources, supply chain and customer information are supported by the provider of these software.According to the initial interview conducted with the managers of Khorasan Petrochemical Company, the following problems are among the most important issues of that company: the existence of separate software for different processes, lack of easy access to required information, long and difficult process in processing affairs Accounting, lack of uniform growth of company units' use of information technology and the complexity and time-consuming nature of this sector. In fact, the problem that Khorasan Petrochemical is facing is that due to the growth of the company and the production unit, the company's future plans for development, diversification of products, increase in production and, most importantly, rapid changes in technology, the use of several Software for different parts of the company has complicated the process of managing organizational resources in the company. In order to integrate all units of the company, it is necessary to use the organization's resource planning systems in this company.Innovation in this research includes innovation in the subject and innovation in the research method. Regarding the subject of this research, domestic researchers have not had significant studies so far, and globally, research has been done to provide a model for planning the organization's resources with respect to very few knowledge components. Regarding the innovation in the research method, it should be mentioned that in the present study, both the qualitative Meta-Synthesis method and the quantitative method of interpretive structural modeling have been used, which in previous studies conducted with the subject of this research, had little history and its number was limited. Is.The main question of the research is what is the native model of organizational resource planning according to the knowledge components in Khorasan Petrochemical and what is the leveling of the components of this model. According to the main research question, identifying the components and components of knowledge effective on the successful implementation of organizational resource planning in Khorasan Petrochemical, presenting and approving the local model of organizational resource planning and leveling the components of this model, Are the objectives of this research. In this research, a combined approach has been used. This research is a kind of mixed exploratory research plans and quantitative and qualitative paradigms have been used. Using qualitative data of other researches, the research model has been prepared by Meta-Synthesis method. This research is inductive in terms of execution logic (part to whole), because the model is obtained by using the coding of subcomponents. Then, the components of the model are leveled with mathematical method (quantitative) and using interpretive structural modeling method (ISM) and with MATLAB 2019 software. Using the hybrid method and using the seven-step model of Sandowski and Barroso and reviewing the research findings, 27 sub-components were identified, which are: Continuous and effective training, knowledge acquisition, knowledge creation, knowledge management, knowledge organization and storage, knowledge sharing, knowledge use, knowledge transfer, knowledge integration, knowledge updating, organizational knowledge portal, organizational resource planning software , Knowledge management software, database, knowledge of what, knowledge of why, knowledge of how, manpower, ability to change, staff intelligence, transfer of consultant knowledge, use of project consultants knowledge, intranet, expert training, leadership knowledge, project team culture And socialization of knowledge.Then, to determine the main components, themes (pivot codes) are formed. Sub-components of research with coding became the 7 main components of knowledge management, knowledge management system, knowledge types, smart brokers, student-led leadership, consulting knowledge and cooperation culture.A model of knowledge components affecting the organization's resource planning systems was prepared and it was found that the research model has three levels. The consultant component at level one is the components of knowledge management system, types of knowledge, staff characteristics, knowledge-oriented leadership and cooperation culture at level two, and the component of knowledge management at level three.Discussion and This research sought to discover the local pattern of resource planning of the organization according to the knowledge components in Khorasan Petrochemical Company. After conducting research with the combined method, 26 knowledge sub-components effective on organizational resource planning were identified in this company, of which 11 sub-components were knowledge acquisition, knowledge creation, knowledge management, knowledge organization and storage, knowledge sharing, knowledge use. Knowledge transfer, knowledge management software, use of project consultants' knowledge, continuous and effective training and knowledge socialization had the most repetition in previous research. The sub-components became the 7 main components of knowledge management, knowledge management system, knowledge types, smart brokers, student-oriented leadership, consulting knowledge and cooperation culture with axial coding. Previous research has provided some of the knowledge components of this research for the successful implementation of organizational resource planning; However, in none of the previous researches, these seven components were put together and it can be said that the obtained model of this research is comprehensive and can be used as a model in other petrochemical companies and similar companies. To be placed.Then, as observed, the main components of the model were graded by interpretive structural modeling. As it was observed, no component in the model obtained from the research is an independent variable, ie all components of this model have a strong interaction and reaction. Component 5 means the consultant's knowledge in the area of ​​influence, that is, it has high influence and low dependence. The knowledge consulting component is the cornerstone of the organization's local resource planning model and the most effective component in Khorasan Petrochemical Company.

Aim and Despite the significant progress made in recent years in the field of education and women's social participation in our country, women have not been able to obtain a decent share of senior organizational positions and the number of women in senior positions in There are very few public agencies in our society. Preliminary comparisons between statistics show that men working in specialized occupations have been 4 times more likely to grow and advance than women! Leadership is a term that has many different definitions. The most common definition is leadership is the ability to inspire and motivate a group to achieve a vision or a goal. Researchers' interest in recognizing leadership is not limited to providing different definitions and perceptions, and there is a great tendency to explain gender differences in playing leadership roles in organizations. Of course, some believe that the study of gender differences is not necessary, because men and women when playing the role of leader should only emphasize the norms and requirements of their official role set by the organization, so it does not matter what gender leads, but in the opinion of others They believe that just as people are differentiated by gender, they also act differently in leadership roles. They believe that women have a feminine style that is quite different from the masculine and task-oriented leadership style of men.
In this study, since the variables have not been identified, the qualitative research method is used; Therefore , in this study, a semi-structured interview was used to interview 12 experts who were aware of the subject. Targeted non-random sampling river and snowball were used to select the interviewees. The interview process continued until Ashba Nazari was obtained. By studying the data and information obtained, in the first stage, by studying the desired text and reflecting on it, labels and basic themes were extracted from the texts. Coding at this stage is done with the focus on the researcher, which is the most important and time-consuming part of content analysis. Then all the extracted code was discussed. This discussion has led to the "discovery of new and richer themes from the data studied and analyzed" and the "correction of discovered codes".
  189 basic concepts or basic themes were identified. These themes and concepts were obtained from the interviews and then the researcher categorized them into 18 separate categories. In axial coding, the data foundation method, the researcher selects a category from the open coding stage, places it at the center of the process under study (as a central phenomenon), and then relates the other categories to it. These other categories are: "causal conditions", "strategies", "contextual and intervening conditions" and "consequences". This step involves drawing a diagram called a "coding pattern". To ensure the validity of the research and the accuracy of the findings in the research of the 1- Review by members 2- Peer review and for the reliability of the research, the coding method was used. Finally, a model for educating women for management and leadership in public organizations was presented.
Discussion and According to the main subject of the interview and the subject under study, the central phenomenon or category of this research is individual education and organizational culture. Causal conditions are categories that affect the central phenomenon. In this study, four categories including individual competencies, communication-social competencies, professional competencies and structure are factors that are among the infrastructure and requirements for developing women's managerial capabilities to lead public organizations and are codified in causal terms. Women's managerial model, women's leadership style, women's empowerment and women's credibility are the three categories that have been selected as the main strategies. Gender insights and social culture are two categories that influence strategies as intervenors. Contextual contexts are a set of conditions that provide the context for the phenomenon in question and affect behaviors and actions, as well as the central category and the results that result from it.
Government support, organizational support, effective family support, and effective communication as the underlying categories affect the development of women's resilience in public organizations.
The consequences are the output of employment and the use of appropriate strategies in the upbringing of women. In this study, the categories of organizational efficiency, improving community health, improving employee health, are among the consequences of using appropriate strategies for educating women. In the final review of the model, it can be stated that the information obtained from the literature of the subject and the opinions of the interviewees indicate the existence of a direct relationship between contextual factors and the central phenomenon; Interfering and central phenomenon; Axis and strategy phenomenon; There are strategies and consequences. Also, bedding factors indirectly affect causal factors; Interventional and strategic are also related and this relationship needs to be examined in other research.
In this study, since the variables have not been identified, the qualitative research method is used; Therefore , in this study, a semi-structured interview was used to interview 12 experts who were aware of the subject. Targeted non-random sampling river and snowball were used to select the interviewees. The interview process continued until Ashba Nazari was obtained. By studying the data and information obtained, in the first stage, by studying the desired text and reflecting on it, labels and basic themes were extracted from the texts. Coding at this stage is done with the focus on the researcher, which is the most important and time-consuming part of content analysis. Then all the extracted code was discussed. This discussion has led to the "discovery of new and richer themes from the data studied and analyzed" and the "correction of discovered codes". 189 basic concepts or basic themes were identified. These themes and concepts were obtained from the interviews and then the researcher categorized them into 18 separate categories. In axial coding, the data foundation method, the researcher selects a category from the open coding stage, places it at the center of the process under study (as a central phenomenon), and then relates the other categories to it. These other categories are: "causal conditions", "strategies", "contextual and intervening conditions" and "consequences". This step involves drawing a diagram called a "coding pattern". To ensure the validity of the research and the accuracy of the findings in the research of the 1- Review by members 2- Peer review and for the reliability of the research, the coding method was used. Finally, a model for educating women for management and leadership in government organizations was presented.Discussion and Conclotion : According to the main subject of the interview and the subject under study, the central phenomenon or category of this research is individual education and organizational culture. Causal conditions are categories that affect the central phenomenon. In this study, four categories including individual competencies, communication-social competencies, professional competencies and structure are factors that are among the infrastructure and requirements for developing women's managerial capabilities to lead government organizations and are codified in causal terms. Women's managerial model, women's leadership style, women's empowerment and women's credibility are the three categories that have been selected as the main strategies. Gender insights and social culture are two categories that influence strategies as intervenors. Contextual contexts are a set of conditions that provide the context for the phenomenon in question and affect behaviors and actions, as well as the central category and the results that result from it.Government support, organizational support, effective family support, and effective communication as the underlying categories affect the development of women's resilience in government organizations.The consequences are the output of employment and the use of appropriate strategies in the upbringing of women. In this study, the categories of organizational efficiency, improving community health, improving employee health, are among the consequences of using appropriate strategies for educating women. In the final review of the model, it can be stated that the information obtained from the literature of the subject and the opinions of the interviewees indicate the existence of a direct relationship between contextual factors and the central phenomenon; Interfering and central phenomenon; Axis and strategy phenomenon; There are strategies and consequences. Also, bedding factors indirectly affect causal factors; Interventional and strategic are also related and this relationship needs to be examined in other research.Keywords: developing women, managerial capabilities, government organizations, Foundation data analysis

Aim and Increasing environmental uncertainty has brought increasing challenges to various organizations. Today, environmental uncertainty has spread in the business environment; the advent of globalization, highly destructive business models, and rapid technological change have increased the instability and complexity of the competitive landscape. The growing entanglement of organizations with their environment often results in emerging and unpredictable behaviors. It is very unlikely that unforeseen events, with significant consequences, will only affect one company individually and not affect the entire industry. The growing uncertainty of today's environment has faced significant challenges for organizations, and all companies, depending on the type of environment in which they operate, more or less deal with it. One of the most effective ways that organizations can cope with these changing conditions is to develop dynamic capabilities. One of the most important areas for the development of dynamic capabilities, which is also mentioned in the strategic management literature, is strategic foresight. Therefore, the main purpose of this study is to investigate the role of strategic foresight in creating dynamic capabilities of strategic flexibility and rational decision making with the moderating effect of environmental uncertainty. Given that the main purpose of this study is to determine the role of strategic foresight in creating strategic flexibility and rational decision making with the moderating effect of environmental uncertainty. This research is a descriptive-survey research in terms of the purpose of an applied research and in terms of the nature or method of data collection and is correlational in terms of the relationships between research variables. The data of this research were collected using a simple random sampling method and a researcher-made questionnaire using the indicators and research questions of Herhaus and Lining (2020). The opinions of professors and experts were used to validate this questionnaire. Cronbach's alpha was used for reliability which was set to 0.943. SPSS and smart pls software have been used to test the hypotheses of this research. The research data were collected from 156 knowledge-based companies in the field of electricity, electronics, photonics, telecommunications and automated systems in Tehran that is according to the limited statistical population and based on the Cochrane Limited Society formula. The results show that strategic foresight is effective in creating dynamic capabilities of strategic flexibility and rational decision-making, as well as environmental uncertainty that moderates the relationship between strategic foresight and rational decision-making. Therefore, from the research hypotheses, the first, second and third hypotheses were confirmed and the fourth hypothesis was not confirmed.Hypothesis 1: Strategic foresight is effective in creating strategic flexibility.Hypothesis 2: Strategic foresight is effective in creating rational decision making.Hypothesis 3: Environmental uncertainty modulates the relationship between strategic foresight and strategic flexibility.    Hypothesis 4: Environmental uncertainty does not moderate the relationship between strategic foresight and rational decision making.Discussion and The first, second and third hypotheses of this study were confirmed by path coefficients and appropriate statistics. The fourth hypothesis of this research was rejected from 1.96 due to its lower statistical value. According to statistical tests, the highest correlation is between strategic foresight and strategic flexibility. In order to improve dynamic capabilities, it is better to focus more on creating strategic flexibility. Increasing environmental uncertainty is an undeniable part of today's business environment, and all companies, depending on the type of environment in which they operate, more or less deal with it. To overcome these environmental unrests and tensions, every company has to take steps to survive otherwise, like hundreds of prominent companies, after something unexpected happens in their environment. , Unable to survive, will be excluded from the competition. One of the most important and efficient ways to deal with this environmental uncertainty is to create and strengthen dynamic capabilities. These dynamic capabilities play a very important role in creating competitive advantage. One of the important measures that can bring dynamic capabilities and is one of the results of this research is strategic foresight activities. The first component of strategic foresight activities is environmental studies. Companies should do their best to identify, review and evaluate changes and environmental trends so as not to be taken by surprise. Nokia is the best example of this. The company was once the leader in the production of mobile phones, but due to lack of proper environmental research and failure to discover the growing trends of customers to smart phones, the market leadership was handed over to Apple and Samsung. The second part of strategic forward-looking activities is scenario planning. Companies need to plan ahead for all the different situations and events so that they can respond quickly and accurately if needed. Companies cannot withstand environmental change if they have only one specific plan and strategy, such as stores that only serve their customers in person, with many problems after the outbreak of the Corona virus. They met and their sales fell sharply, but in the face of stores that provided online sales in addition to face-to-face sales, they were able to continue to make money and profitability. The next part is the creation of knowledge. To implement any proper strategy, knowledge related to it is needed. If companies want to adopt appropriate strategies with turbulent environmental conditions, they have to create knowledge in this area. Organizational structure and culture are the last components of strategic foresight. If the organizational structure and culture is in conflict with a particular goal, no matter how hard one tries to achieve that goal, nothing special will happen in the end, so if companies want dynamic capabilities, they need to create a structure and culture. Proper organization and support of strategic forward-looking activities provide a good basis for achieving dynamic capabilities.

Aim and A Cannibal corporate is a corporate that introduces a new product line or product that actually competes with one of its existing product lines to gain market share. The technology industry known for this strategy. They do this to stay ahead of the competition. Firms offer multiple related products for three major reasons; first to provide variety to their consumers, second to capture maximum market share and third to competitive pressure, but sometimes the new product not positioned as a variety product and start competing with company old product so the concept of cannibalization started. The aim of this research is Conceptualization and presentation willingness to cannibalize model in the IT industry. The process of developing a new product has a great impact on the performance of a company. Identifying and predicting cannibalization is an integral part of strategic decisions about introducing new products. Because the intensity of competition is so high, especially in the IT industry, only companies can succeed in this market and in fact have a more effective market performance, which can be constantly innovated and move faster than competitors have. As mentioned, one of the most widely used innovation strategies in the world is cannibalization strategy. Therefore, in this study, the strategy of using the dimensions of the Willingness to cannibalize in order to improve the overall market performance of companies is proposed.
The present research based on the applied purpose and in terms of research design, quantitative, descriptive-analytical method and correlation. The main tool for data collection was a questionnaire. In order to assess the validity of the research tool, a questionnaire was provided to experts (12 professors of management at the University of Tehran). To assess the reliability of the questionnaire, Cronbach's alpha calculated by using SPSS software and also the combined reliability was calculated that the values ​​for all variables were above 0.7 and as a result the questionnaire had acceptable reliability.The statistical population of this study is companies active in the field of IT and ICT in the three metropolises of Tehran, Shiraz and Tabriz and its volume is 600. First, according to Krejcie and Morgan table, 234 samples were selected and in the second stage, the necessary samples were selected from each city using stratified sampling. A total of 510 questionnaires were distributed and finally 240 questionnaires were received and analyzed. The data analysis method presented in both descriptive and analytical forms. In the descriptive part, information about companies is presented using SPSS software, and in the analytical part, structural equation modeling is used to test the hypotheses, and analyzes are performed through WARP PLS
Findings indicate that Future market focus and Market Sensing Capability to have a significant and positive effect on the willingness to cannibalize willingness to cannibalize also to have a significant and positive effect on the Total market performance. The innovation capability modifies the relationship between the future market focus and the willingness to cannibalize, as well as the relationship between Market Sensing Capability and willingness to cannibalize, However, there is no moderating relationship between the willingness to cannibalize and the Total market performance.
Discussion and In the present study, the cannibalization innovative strategy in the information technology industry investigated. According to the results of path analysis, five hypotheses confirmed and one hypothesis has been rejected. In the first hypothesis, the effect of future market focus on companies' willingness to cannibalizeexamined. The present hypothesis with a value of β = 0.46 and P <0.01 has a statistically significant and positive effect and this indicates the confirmation of this hypothesis. In the second hypothesis, the effect of Market Sensing Capability on the willingness to cannibalize examined. The results of path analysis show a significant and positive effect of Market Sensing Capability on the willingness to cannibalize, because β = 0.37 and P <0.01. In the third hypothesis, the effect of willingness to cannibalize on the Total market performance (total profitability, total sales and total market share) of companies was examined. Since β = 0.69 and P <0.01, it can be said that willingness to cannibalize has a statistically significant and positive effect on the Total market performance In the fourth hypothesis, the moderating role of innovation capability in the relationship between future market focus and willingness to cannibalize is examined. The results show that the innovation capability modulates the relationship between future market focus and the willingness to cannibalize in the present study, because according to the results of path analysis, β = 0.16 and P <0.01. In the fifth hypothesis, the moderating role of innovation capability in the relationship between Market Sensing Capability and willingness to cannibalize examined. Since β = 0.20 and α is P <0.0, therefore, it can be said that innovation capability has a moderating role in the relationship between Market Sensing Capability and willingness to cannibalize, and this hypothesis is confirmed. In the sixth hypothesis, the moderating role of innovation capability in relation to willingness to cannibalize and Total market performance was examined. The results of path analysis show that innovation capability in relation willingness to cannibalize and the Total market performance in the present study does not have a moderating role, because β = 0.01 and p = 0.12, so this hypothesis in the present study is rejected. According to the research results, managers recommended to adapt their organizational procedures and processes, methods and tasks in accordance with the market conditions and life cycle of their product, methods and tasks in accordance with the needs of the new product or service. To change. Whenever the marketing or research and development department recognizes the need to replace existing systems and machines with new systems and devices, managers must make such replacements. New global and invest in them to try even if such an action makes obsolete systems and production facilities, their current services because in the long run will have positive results and overall profitability.

Aim and Introduction. Organizations to get distance of environmental challenges and maintain competitiveness, past approaches and solutions lost need to use the capability and the current environment that requires new paradigms and perspectives. Therefore, agility is a strategic and new weapon to take advantage of potential opportunities as well as positively deal with environmental threats [20]. Agility almost rejects the old ways of doing things that fit the traditional operating conditions and emphasizes the approach that in a highly competitive environment, organizations need to be very flexible and very sensitive to change. [26]. On the other hand, research shows that 46% of the failures of organizations in making changes, organizational improvement and overall adaptation to environmental conditions, are due to incorrect leadership style [8]. Today, managing and leading advanced and complex organizations such as knowledge-based organizations in a highly dynamic and changing environment requires leaders who have the ability to adopt flexible and adaptable strategies based on external and internal dynamics, and from a broader perspective to Recognize and evaluate different conditions and respond quickly to these conditions. Leaders who have the adaptability and flexibility to lead in challenging and unpredictable situations [29]. In the management and leadership literature, these leaders known as agile leaders. Therefore, the aim of this study was to identify and explain the most effective and efficient components affecting agile leadership style using Fuzzy Dematel method.Methodology. This research is a type of research mixed with a qualitative and quantitative approach in the inductive paradigm, which applied in terms of purpose and descriptive-survey in terms of nature and method. The statistical population of the research was the managers of knowledge-based companies in Lorestan Province, about thirty experts selected according to purposive sampling method. In the qualitative part, a semi-structured interview used to collect information, the validity and reliability of which confirmed using CVR coefficient and Kappa-Cohen test, and the data obtained from the interview were analyzed using Atlas.ti software and coding method. Factors affecting agile leadership style identified. In the quantitative part, a pairwise comparison questionnaire was used to collect information, the validity and reliability of which were confirmed by content validity and retesting , and the most effective and influential components affecting agile leadership style were identified using the Fuzzy Dematel methodFindings. Factors affecting agile leadership style in knowledge-based organizationsincluding high flexibility, high communication skills, risk-taking and foresight, intellectual curiosity, high emotional intelligence, insight and having Broad vision, criticism and strong will and perseverance are in the cause group, which shows the importance and great impact of these factors on other parameters affecting the formation of agile leadership in knowledge-based organizations. In addition, cheerfulness and openness, strong social relationships, creative thinking, a relationship with respect, striving for self-improvement and employees, a relationship with support, empathy and intimacy, self-motivation and injecting passion and enthusiasm into employees, resilience High and belief in the abilities of themselves and employees are among the most effective parameters in the formation of agile leadership. In fact, these parameters are much more influential than other factors.Discussion and Conclusion. Leadership style is not only one of the key factors that determine the growth or failure of the organization, but also considered to determine the strategies that govern it [19]. In fact, leadership is the most important factor in the continuation of life and success in the organization and is a fulcrum around which all other variables interact [53]. One of the reasons for the vital importance of leadership in the organization is its strong influence on the behavior of followers, so that it is claimed that the role of leadership in the organization determines the difference between great success or complete failure [18]. Undoubtedly, the key to the success and growth of social organizations and enterprises is the result of the effectiveness and positive actions of their leaders (54). Therefore, the activity of knowledge-based companies in an environment full of change that requires rapid response and appropriate adaptation to these change, requires the presence of agile leaders with high flexibility and environmental awareness and the ability to make rational and effective decisions in complex, unstable and unstable environments. Rapidly changing knowledge-based organizations can bring these organizations to shore of success by undergoing dramatic changes and transformations. Agile leaders who have the necessary emotional intelligence and skills and can promote effective cooperation and teamwork in the organization by communicating effectively and understanding the feelings of employees to guide their organization well in difficult situations and uncertainties and high complexities.

Aim and introduction. Today’s business leaders are seeking to achieve sustainable development in order to succeed in the competitive market. Based on the theoretical framework, research background and experts' opinions, it can be concluded that despite the increase in the number of free zones in Iran, they have mainly focused on importing different products to the country. In other words, there is not a balanced growth in these areas in terms of sustainable development indicators, including economic, environmental and social indicators. In addition, the performance of the free zones has not been satisfactory from attracting foreign investment and employment viewpoints. Therefore, considering the high potential of free trade-industrial zones in economic growth of the country, it is necessary to take the all dimensions of sustainable development into account. Methodology.The main purpose of this study is to identify and analyze the indicators of sustainable development in  free zones of Iran. To accomplish that, considering three main areas including commercial, industrial and tourism, the sustainable development indicators of free zones under both internal and external dimensions from three aspects of environmental, economic and social are studied using fuzzy Decision Making Trial and Evaluation Laboratory (DEMATEL) technique. This technique is a structural method that is able to represent the causal relationships among factors which uses a straightforward diagram and some matrices. This technique contains eight steps of 1) defining appropriate scales, 2) establishing the direct-influence matrix, 3) normalizing the direct-influence matrix, 4) constructing the total-influence matrix, 5) deriving the influential relation map (IRM), 6) designing a scatter diagrams, 7) setting the threshold values, 8) building cause and effect relationship diagrams.In this regard, a DEMATEL questionnaire based on the 5-choice verbal values ​​scale consisting of 44 internal and 24 external indicators is designed. Then, the results received from eight experts are analyzed in MATLAB and Excel software. The obtained results show that the variability of internal indicators is more than the that of external indicators which implies that the internal indicators have a wider range of relationships than the external indicators. Moreover, the dispersion of internal effect indicators is more than that of internal cause ones while there is a slight difference between the dispersions of external cause and effect indicators. Besides, the existence of complex relations among both internal and external indicators is confirmed. The obtained results from internal indicators show that three indicators: 1) separation, collection, transportation, recycling and disposal of industrial waste, 2) reducing the use of hazardous industrial waste, and 3) Satisfaction of supply chain stakeholders, respectively, have the most relationship with other internal indicators. In other words, focusing on the mentioned indicators can make a significant improvement in other internal indicators. Furthermore, three internal indicators of 1) providing interest and services for stakeholders, 2) proper strategy to increase market share, and 3) encouragement of employees to participate in sustainable development, respectively, have the least relations with other internal indicators. Consequently, concentrating on these indicators leads to little changes in other internal indicators. The results obtained from external indicators confirm that three indicators of 1) culture of compliance with safety and environmental standards by companies, 2) prevention of marine pollution by ships, and 3) raising the awareness of tourists and customers regarding traffic issues, respectively, are the most related indicators to other external ones. As a result, changes in these indicators can significantly affect the other external indicators.Discussion and Conclusion.In addition, three indicators of: 1) encouraging tourists and customers to buy eco-friendly products, 2) cooperating with charities and organizations to support the local community, and 3) informing tourists and customers to respect the customs, traditions and comfort of the local community, respectively have the least interaction with the other external ones. Hence, paying attention to these three indicators results in a little changes in other external indicators. As another important finding, it can be referred to the influential internal and external indicators. In this regard, the indicators: 1) providing sustainable development policies, 2) air quality monitoring and reduction of greenhouse gas emissions, and 3) establishment of industries are the most effective internal indicators, respectively, while 1) educating local community regarding sustainable development, 2) reducing energy consumption by companies, and 3) cooperation with international companies are the most influential foreign indicators, respectively.Finding. Although, this study determines the complex causal structure and identifies influential and influenced internal and external indicators, it does not calculate the relative importance of the indicators. Besides, despite the internal relation among internal and external indicators of sustainable development, the proposed method ignores the multiple relations among them. Therefore, future researchers can be directed to use of multi-criteria decision-making techniques to quantify the relative importance of sustainable development criteria of free trade-industrial zones.

Aim and Today, the human resources of any organization are the basic factor of the growth and productivity of the organization and the most important competitive advantage or its originator. With the help of its human resources, the organization can achieve competitive strategies, such as cost leadership, differentiation and quality improvement. Therefore, the organization and above all the management should try to combine human resource management strategies with business strategies in such a way as to create a competitive advantage from these resources in front of competitors. Human resource strategy is a young knowledge both in the theoretical and practical fields, the emergence of the first theory and related models for its formulation goes back to less than two decades ago. The theorists of management science, recognizing human as a complex element in the organization, introduce the human factor as the most important element to maintain the existence and survival of the organization, and increasing attention to human resources not only in traditional roles Rather, they have focused on its modern role even in the age of information technology. All public and private organizations need strategic management of human resources and organizational innovation for development, growth and sustainability in today's competitive arena so that they can respond to the needs and demands of their customers.. The main purpose of this research is to investigate the effect of strategic human resources management on innovation performance with the mediating role of innovation capability in Shahid Sattari Air University. The present study is descriptive and survey-type in terms of method, and the content validity of the questionnaires confirmed using the opinions of experts in this field and the opinions of respected professors. The reliability of the questionnaire also confirmed on a sample of 30 people using Cronbach's alpha with a coefficient value of 0.907 became. The statistical population included all the employees of Shahid Sattari Air University, numbering 350 people, and using Cochran's restricted population formula, 183 people selected as a statistical sample using simple random sampling method. In order to analyze the data, confirmatory factor analysis and path analysis performed using the structural equation approach by SPLS software and the Kolmogorov and Smirnov test. It noted that the value of the fit index is equal to 0.637.  The findings indicate that the strategic management of human resources on innovation performance through the mediating role of innovation capability; strategic management of human resources on innovation capability; Strategic management of human resources has a positive and significant effect on innovation performance, and innovation capability on innovation performance.Discussion and Human resource management in its policies and actions should leave aside the side of caution and carry out daring initiatives such as merit-based recruitment, compensation for innovative services and encouragement, result-oriented performance management and empowering human capital, so that the background Provide for creativity and innovation and pay attention to programs for developing innovation capabilities in order to develop new services and provide programs to create new knowledge based on existing knowledge. Due to recent developments in universities, investigating the relationship between strategic human resources management, innovation performance and innovation capability becomes more important

Aim and  The aim of this study is to design the pattern of sensory marketing (based on the senses) and its antecedents in the (Fast-Moving Consumer Goods) dairy industry. Brands competing in dairy industry require a clear emphasis on sensory stimuli when developing their marketing strategies to cater different segments in the market. Sensory marketing plays a vital role in creating long standing relationship with consumers. The impact s sensory marketing on consumer behaviour is a widely examined research scope but still empirical gaps are claimed within different product scopes and market contexts. The dairy industry isgrowinglike mushrooms after the rain and this influences dairyservice sales. Firms need to intensively focus on relationship building with customers through comprehensive communication strategies based on the market offerings whereas new media can do a strategic role within. Brand has tangibles and intangible values and marketers apply sensory marketing applications to create a stimulation via five senses of humankind. As described by Krishna (2010) “Sensory marketing is a strategy that connects with the consumers' senses and in this way influences their behavior”. Essentially, the client's decision for an item or service will be cognizant and contingent upon its qualities and advantages. There has been an explosive growth of interest in sensory marketing and sensory branding over the last decade. Ultimately, as Doug Hall, the president of one new-product Development Company notes: “…the most successful new products appeal on both rational and emotional levels to as many senses as possible.” Sensory marketing is a new and emerging technology that integrates the five senses of man to create a memorable experience for the consumer. Sensory marketing is a distinctive marketing communication tool. Its emergence and continued usage by firms owe to the fact that traditional advertising is no longer sufficient to sell a brand and as such, does not speak volumes to the consumer. Marketing researchers are beginning to realize how powerful responses to non-conscious stimuli is. This modern theory of sensory marketing is because engaging the consumer's senses will affect their behavior which will in turn affect their emotions, perceptions, memories, preferences and the purchase decision. With the usage of sensory marketing strategies and techniques, it creates an environment for consumers to identify the brand, products and services from competitive brands, which creates a separate identity, perceived premium, inclination and finally they tend to fall in love with the brand. When consumer begins to love a brand, at that point he/she really turns out to be exceptionally enthusiastic about and energetic for the brand. Because of this strong emotional connection, they relied upon to buy over and again the same brand disregarding other contender brands. The role of sensory experiences in judgment and decision-making has seen a surge of interest in marketing as well as psychology. In marketing, scattered research on the role of the senses in consumer behavior brought together under the rubric of sensory marketing, that is, “marketing that engages the consumers' senses and affects their perception, judgment, and behavior”. Over the past few years, research in sensory marketing has expanded and spread on a global scale in a most significant way. From previously having been an unknown conference topic at the large annual scientific marketing conferences, such as the European Marketing Academy (EMAC), the Academy of Marketing Science, and the American Marketing Association (AMA), today sensory marketing has come to recognize as an independent, scientific research area, compared with areas such as advertising, relationship marketing, or branding. Many researchers believe that sensory marketing will become more significant in the future and will establish itself as an important area for both academicians and practitioners.
 The aim of this study is to design the pattern of sensory marketing (based on the senses) and its antecedents in the (Fast-Moving Consumer Goods) dairy industry. The research method was exploratory mixed and first the qualitative data collected. Then, based on the findings of the qualitative stage, a tool developed to collect quantitative data and generalize the findings. In order to obtain qualitative data, according to targeted snowball sampling, 16 university experts and experienced managers in the dairy industry were selected and conducted through semi-structured interviews and open-ended questions, based on an approach of using grounded theory and then based on the findings of this stage, a model of sensory marketing and its antecedents was developed. Then, in order to explain the model based on the findings of the qualitative method, a preliminary questionnaire designed in the quantitative section. The statistical population in the quantitative section, dairy customers in Tehran was indefinitely, thus the statistical sample according to Cochran's formula of 384 people did by available sampling method and quantitative data processing done by PLS2 software.
Discussion and  Based on the hypotheses tests, the final pattern of research formed in six main categories including; Intervening conditions (organizational and brand factors), contextual (economic, socio-cultural and technological factors), causal (organizational factors, customer and competitive environment), phenomenon-oriented (sense of taste, smell, sight, touch and hearing), strategies (sensory marketing campaign, brand equity, customer knowledge) and outcomes (financial, competitive, customer and branding), and micro-categories and related indicators in the dairy industry were also identified in the pattern.

Aim and Culture and leadership Corporate social responsibility is a key and strategic issue and plays a crucial role in improving performance. In corporate social responsibility, the ethical concept of organization for the impact of business activities in society has been considered. The culture and leadership of corporate social responsibility as the intangible sources of value chain capabilities, focuses on the sustainable performance of the company. The aim of this study is to understand the effect of culture and leadership of corporate social responsibility on the performance of corporate social responsibility, and consequently the effect of corporate social responsibility performance on financial performance, mediated by customer satisfaction and to test its in Tehran airlines.
The research approach is deductive and the research method is to study and analyze the effect between variables in pairs. According to the review of theoretical foundations and research background, such as the study of Phillips et al., The impact of research model variables such as the impact of corporate social responsibility components, leadership and corporate social responsibility culture has been tested and analyzed. Therefore, the hypothesis test is based on the structural equation model (SEM), which examines and analyzes the effect between variables in pairs. This research is applied and quantitative and qualitative data has been used, so it is a descriptive, analytical and correlational research. The statistical population of the study is the representative office of the airlines of the Islamic Republic of Iran in Tehran and the statistical sample includes the managers or the representative of the airlines who have paid attention to the subject of the research from their point of view. Due to the limited statistical population (activity of 23 agencies of the Islamic Republic of Iran Airlines in Tehran), therefore, the statistical sample is a census. Due to the fact that in each company there is one manager and the head of the department have an official position, in total, 46 questionnaires have been prepared and distributed. The tools of the present study to collect research data and information are library resources, questionnaires and interviews with airline executives. In order to measure the corporate social responsibility leadership variable, the standard Bass Questionnaire (1999) was used, which has 4 dimensions: 1- ideal influence, 2- mental motivation, 3- inspirational motivation, and 4- individual consideration, which is used to measure Each of the four items is used; In order to measure the variable of corporate social responsibility culture, the Barker (2014) standard questionnaire was used, which includes three dimensions: 1- meanings, 2- beliefs and 3- values, and six items were used to measure the meaning dimension. Eight items were used to measure the dimension of beliefs, and finally six items were used to measure the dimension of values. Also, in order to measure the corporate social responsibility variable, two general dimensions have been used: 1- social performance and 2- environmental performance; To measure the overall dimension of social performance, the Crossboys (2011) standard questionnaire was used, which includes four sub-dimensions: 1- economic responsibility, 2- moral responsibility, 3- legal responsibility, and 4- good corporate citizenship. Five items have been used to measure the economic responsibility sub-dimension and four items have been used to measure the moral responsibility, legal responsibility and good corporate citizenship sub-dimensions. Which includes three dimensions 1- social commitment, 2- social responsibility and 3- social accountability. In order to measure the variable of customer satisfaction, the standard questionnaire of Wang et al. (2015) was used, which has three dimensions: 1- functional value, 2- social value, and 3- emotional value. Finally, in order to measure the variable of financial performance, the standard questionnaire was used. Phillips et al. (2019). This questionnaire has three dimensions: 1- asset return, 2- sales growth and 3- profit growth. In order to evaluate the validity of the questionnaire from the experts' point of view and factor validity (confirmatory factor analysis), and in order to determine the reliability of the questionnaire, Cronbach's alpha method was used.
The test results showed that the culture and leadership of corporate social responsibility has a significant effect on the performance of corporate social responsibility and this effect on financial performance mediated by customer satisfaction is positive and significant. To increase the knowledge of the factors in terms of the impact between them, the score of each is calculated. The degree of correlation between factors indicates that there is more correlation between some factors. Such as the correlation between corporate social responsibility leadership and corporate social responsibility performance.
Discussion and The test results showed that the culture and leadership of corporate social responsibility has a significant effect on the performance of corporate social responsibility and this effect on financial performance mediated by customer satisfaction is positive and significant. The results of this study showed that the better the performance of corporate social responsibility leadership, and the more their leadership capabilities and strategic plans are in line with the company's overall strategy, then the corporate social responsibility performance increases. Also, the more the culture of corporate social responsibility and the set of meanings, beliefs and values of the company increases, the more the attachment to the image and reputation of the company and the creation of organizational culture becomes more apparent. In this way, the performance of social responsibility as well as financial performance and customer satisfaction will be further increased. Among the suggestions are considering the intangible sources of value chain capabilities, and paying attention to the evaluation of intangible sources of culture and set of meanings, beliefs and values of the company in periodic reports, etc.

The role of parent companies has become one of the most important topics in research related to strategy management. How to formulate parent strategies and use new scientific methods of data analysis is one of the most important research gaps in this field. The main issue in this study is what variables are effective in choosing the style of parent strategies and how to design a type of parent strategy style by designing an expert decision-making model. In this study, by reviewing previous researches, effective variables were identified and monitored using fuzzy Delphi decision making method and modeling using fuzzy expert system. Experts selected from parent companies in the field of gas and 27 companies analyzed. The results show that the variables of value creation level, organizational performance, life expectancy, competitiveness and organizational culture have the greatest impact on the choice of parent strategies style. Based on the model output, the highest frequency of data related to the choice of strategy control level and operational control strategy. Therefore, the choice of these two strategies according of the companies under study is a priority in decision-making.