فصلنامه بهبود مدیریت
پیاپی 59 (بهار 1402)

For decades, Iran's economy, without having a geo-economic plan, has suffered from confusion and confusion on the margins of the Anglo-Saxon order. "ILAF initiative" is an attempt to formulate the country's future geo-economic plan; A plan to revive the lost advantages of Iran's geo-economy at the historical crossroads of the Silk Road; and a plan to connect national value chains to regional markets and improve intra-regional trade balance. The driving forces of "ILAF initiative" are the intelligent environments of industrial and commercial cooperation, which include a complete system of supply and demand sides in two or more countries. These intelligent cooperation environments, which are called "ILAF platforms", create a stable advantage and loyalty to long-term cooperation by enabling financing, account settlement, and internal protection.

In interacting with Start-ups, venture capitalists play a role beyond providing financial resources for these companies and create value for them. The present research, using the case study method, investigates the factors affecting the cooperation pattern of venture capitalists and innovative companies, focusing on the mechanisms of creating non-financial values, through 23 semi-structured interviews with the deputies and consultants of two domestic venture capitalists and 6 start-ups affiliated with them in the time period (1393 to 1400) has been covered. In this research, the effective factors on the non-financial value creation mechanisms of two selected venture capitalists have been investigated using qualitative content analysis of interviews and axial coding. The results of this research show that in both venture capitalists, the five factors of clear expression of expectations, trust and respect, timely fulfillment of obligations, high flexibility and non-interference in executive affairs by venture capitalists have played an effective role in the value creation of these investors for start-ups and laid the groundwork. The success and effective interaction between these two collections has been in the period of cooperation. On the other hand, there is a fundamental difference between these two venture capitalists in the two factors of the effective presence of the board of directors representative and the culture of planning and control, which is due to the difference in their control and governance approaches in interacting with start-ups.

In today's world, innovation is a very important issue for all industries, including the defense industry, because innovations are needed to support defense power. Therefore, the present study aimed to investigate the impact of business strategies on innovative performance in order to achieve effective performance in companies under the defense industry. The present research is applied in terms of purpose and descriptive-survey in terms of research method. The statistical population of this study includes middle managers and top managers of 82 companies under the Ministry of Defense who were selected by simple random sampling for the research sample. The main data collection tool was a researcher-made questionnaire and its reliability was obtained by calculating Cronbach's alpha formula equal to 0.87. In order to analyze the obtained data, structural equation modeling using partial least squares method was used by SMARTPLS statistical software version 2. The results indicate that there is a significant relationship between business strategy variables and innovative performance and the variables of predictability, control and flexibility of business strategies are effective in promoting innovative performance. Also, the fit indicators of the model indicate that the proposed model has a suitable fit.

Supply chains must be resilient to deal with disruptions. Previous researches have mainly examined resilience in 3 stages, and researches that have examined resilience in 5 stages have not specified the sequence of its stages and have not specified the critical success factors in terms of the 5 stages of resilience. This research was done to determine the sequence of 5 stages of resilience, identify the critical success factors in each stage and model the factors in each stage. The statistical population of this research is the supply chain experts of Iran's machine-made carpet industry; judgmental and snowball sampling method is used, and the sample size was determined in the first stage based on theoretical saturation equal to 18 people and in the second stage equal to 10 people. To analyze the data, the method of thematic analysis and fuzzy total interpretative structural modelling approach has been used. The results showed that there are 27 critical success factors for supply chain resiliency, that are 20, 19, 20, 6 and 6 critical success factors in each of the five stages, respectively. Also, the factors of commitment, leadership, financial strength, trust, visibility and blockchain programming are of great importance in supply chain resiliency. For this purpose, it is recommended to choose suitable business partners, use supply chain management teams and use blockchain technology.

Automotive companies must consider strategic initiatives to compete and respond to dynamic customer demand. In this regard, flexible manufacturing is a strategy that is used in the productivity, quality of the final product and vulnerabilities caused by unexpected changes in the volume and mix of orders in the automotive industry. The current research aimed to identify and analyze the influenceability and Permeability factors affecting flexible manufacturing in Iran's automobile industry. This research is applied in terms of purpose and terms of research typology. It is among mixed research with qualitative and quantitative approaches. The statistical population of this research was the professors and experts of industrial management, business management and industrial engineering in the qualitative section, and according to the purpose of the research, sampling in this research was done in a targeted manner using the snowball technique and in the number of 26 people. The statistical population of this research was quantitatively senior and middle managers of Saipa group companies, who participated in this research using the convenience sampling method. In the qualitative part, the data obtained from the interviews using thematic analysis and MAXQDA2020 software led to the extraction of 11 factors affecting flexible manufacturing, and the analysis of the quantitative part was performed using the Dematel method. Based on Dematel analysis, the make-smart of lines, process re-engineering, and technological infrastructure significantly influence other factors. Professionalization of human capital, automation and technological platforms are also more permeability than other factors.

One of the issues that most organizations are struggling with is the effective and sustainable establishment of management systems, especially the risk management system.Undoubtedly, the risk management system is more important in the defense industry as a government and mission-oriented industry.This research aims to deal with the reasons and important factors affecting the effectiveness of the risk management system in a defense industry and while identifying its factors, determine the relationships, influence, effectiveness and interaction of the factors. Also, the challenges faced by the failure in continuous and efficient implementation of risk management and provide solutions to reduce and eliminate these obstacles, are determined. In this research, after conducting desk research and reviewing the opinions of defense experts, 30 important influential factors were identified and categorized into 6 dimensions and these dimensions and factors were analyzed through a questionnaire approach and with the methods of importance-performance analysis (IPA), Decision-Making Trial and Evaluation Laboratory (DEMATEL) test and structural equation modeling. The results showed the factors that were placed in the two dimensions of "systematization of risk management" and "management structure/risk-taking leadership" have the most influence, importance and priority for improvement measures. Some of these factors include the initiative of the managers and leaders of the organization to change and promote risk management programs, dynamic and in-depth view at strategic risks, identifying, evaluating and controlling changes in the risk culture, allocating sufficient and balanced financial and non-financial resources, implementing complete steps and processes of risk management and appropriate recognition of employee performance.

The product family development process is a response to the diversified needs of markets and different customer clusters by a group of products with two fixed section part and variable section. The process is always faced with risks, usually not knowing the causative risks and the relationships between them. Also, the independent risk assumption leads to effectiveness decrease and deviations from achieving the expected results. Pay attention to the experiences of experts in mitigating risks, will lead to success. Along determining the dimensions of external and internal context, risks of the product family development process are identified by focusing on the grounded theory based on the experiences of 18 experts in Iranian automotive industry. A structural equation modeling approach was used to determining the interaction of risks and recognizing the risks that cause other risks. The results of studies and calculations led to recognition of needs risk, requirement risk, performance risk, design risk, scheduling risk, manufacturing/outsourcing risk and financial risk, also clustering of customers risk, parts design feature technical risk and modularity risk are firstly specified to the product family development process. Mitigate of risks in the early stages, leads to less occurrence probability of late-stage risks. As example to reduce financial risk, the risks that affect it, namely scheduling risk and manufacturing / outsourcing risk, must be managed. The executive managers could achieve greater success by focusing on controlling the root cause of objective risk, and make progress with more certainty.