فصلنامه مطالعات مدیریت راهبردی
پیاپی 60 (زمستان 1403)

The distribution network is one of the key steps in the product supply chain, which represents the inventory and flows from the final point of production to the customer or the end user, which is of great importance for some specific industries, one of the industries for The sensitivity of the product and its target community is the pharmacy distribution industry. One of the guiding elements in the future direction of these companies is the mission statement, which in the current research seeks to compare these elements in Iran and Malaysia as an emerging economy and the United States as a developed economy. The mission, vision, and value determine the direction of the organization and are one of the main priorities for the implementation of the organization's strategies because as red lines, they prevent the organization from going in the wrong direction and give them direction, hence determining the priority. Their products are of great importance in different companies, while pharmaceutical companies are of double importance due to their high sensitivities. This research can also help Iranian companies to improve their position with the benchmark of the best pharmacy distribution companies in the world.

The population of the research is all selected distribution companies in three countries, which were selected purposefully. 23 Iranian companies were selected in the pharmacy distribution companies’ section, 13 companies were selected in the Malaysian companies’ section, and 7 companies were selected in the American companies’ section. The reason for choosing Iranian, American, and Malaysian companies was that based on indicators such as quality of life, economic freedom, etc., Iran ranks last among the three countries, Malaysia ranks second and The United States has placed in the first category, the main goal of the researchers in choosing these three countries was to be able to improve the scope and credibility of their research as much as possible, and among the possible options ahead, the best option is to choose a country from Each one was from a different class. The research method was based on theme analysis. There are different approaches to thematic analysis, based on Brown and Clark's research, the considered approaches are classified into three categories: reliability, code book, and reflection. The basis of difference between these approaches is based on data extraction, so if the data is subjective and from interviews, The reflective approach will be the best option, and if the basics of data extraction are from websites, books, etc., the code book method is recommended. In this method, several approaches differ based on the type of monitoring. The current research has also used the codebook approach based on the explanations provided. For the validity of the current research, the confirmability index was used, and in this way, Two PhD students were used in the data analysis, and finally, after summarizing and comparing the results, it was accepted with a participation percentage 0.81%. 

After collecting the data, the results of the research show that in Iranian companies, the focus of the vision is on the competitive dimension and after that in order of priority emotional and geographical dimensions, while in Malaysia, the customer-oriented dimension is the basis of action. In the mission statement of Iranian companies, the most repeated frequency is related to the employees’ dimension, and the dimension related to attention to people's perception has the lowest percentage among the selected companies, while in Malaysia and among the selected companies, the employee's dimension has the lowest percentage. In Iran, customer orientation and responsibility selected as the main orientations of values, while for the country of Malaysia, responsibility-oriented with authority has been prioritized. For the United States, the main approach in the perspective is based on competition-oriented, and in the mission statement They have prioritized the product aspect and focused on society and environment (responsibility) in their values.

From the results of the present research, it can be pointed out that for countries like the United States, which is based on the perspective of distribution companies based on competition, it is by the ranking of Hofstede's cultural pattern model, which is generally the source of individualism and high power distance in this country. It has also been a source of accountability for Malaysia, which indicates its connection with collectivism, risk aversion, and low power distance. For Iran, customer and responsibility were the basis, and by Hofstede's model, the indicators compiled for Iran were average, and this balance has been observed in this research.  it is suggested that to better advance the mission statements of pharmaceutical distribution companies towards a certain direction, a relative balance between the key partners, employees, products, and customers, they can achieve the maximum satisfaction of the stakeholders.

Digital technologies have had a profound impact on today's world, affecting businesses of all sizes and industries worldwide. Various industries such as banking, insurance, automotive, petrochemical, steel, energy, food, entertainment and education are experiencing fundamental changes based on digital technologies. In the current era, organizations have entered a new era in which digital technologies have revolutionized the majority of industries in different aspects, from products and services to customer expectations. To survive in this new era, organizations must undergo digital transformation, making deep changes to their activities, processes, capabilities, and business models to take advantage of digital technologies in their value chain. Digital transformation is not limited to a specific department of the organization, but rather affects various aspects of the organization and brings significant cultural and structural changes. Digital transformation is an inevitable necessity and a vital strategic issue for today's businesses, which will suffer from great losses if they do not adopt and implement the right strategy and consequently, they might fail. digital transformation strategy is defined as an emerging strategy for pre-digital organizations to coordinate and prioritize digital transformation initiatives and build capabilities to accept and implement digital business strategy. By specifying the path of digital transformation, this strategy could be considered as a guide for managers to lead digital transformation initiatives throughout the organization and determines the vision, goals, operational plans, necessary resources and capabilities for the digital transformation of the organization. However, the lack of a comprehensive reference framework that includes the various dimensions of digital transformation is a serious challenge in this field. Thus, this research aims to identify the content dimensions of the digital transformation strategy.

First step, by using a systematic literature review and a meta synthesis method, after screening and analyzing 22 selected articles, the primary codes were identified through open coding, then semi-structured and in-depth interviews were conducted with 17 experts, and the information collected with the method of qualitative content analysis (Hsieh and Shannon approach). In this research, in order to select experts, Judgmental Sampling has been used and all the selected experts had the experience of participating in the design of the digital transformation strategy. 

Based on the research findings, 72 identified codes were converted into 5 dimensions and 14 sub-dimensions. In the final framework, the dimensions and sub-dimensions are: value (business model, customer experience, employee experience and operational processes), digital technologies (Disruptive technologies and Common technologies), governance (leadership and governance style, ecosystem and structure and operational model), Dynamic capabilities of digital transformation (transformation capability and digital capability) and resources (financial resources, human resources and knowledge resources).

Organizations must undergo digital transformation to survive and remain competitive. Digital transformation is a risky path that affects all dimensions and strategies of the organization. Therefore, the leaders of the organizations are faced with different key decisions in this direction and should use a suitable strategy. Digital transformation strategy is a strategy for directing, coordinating and prioritizing digital transformation actions. By defining the path of digital transformation, this strategy is a guide and a model for key decisions and guiding initiatives in this area throughout the organization. Considering the lack of a comprehensive reference framework that includes different dimensions of digital transformation, the present research was conducted in order to identify the content dimensions of the digital transformation strategy. According to the results of this research, in order to formulate digital transformation strategy, organizations should make key decisions in the five dimensions of value, technology, governance, dynamic capabilities of digital transformation, and resources. What value will digital transformation creates for the organization, which digital technologies should the organization use in this direction, what changes should the organization make from the perspective of governance, which capabilities does the organization need for digital transformation and what resources does it need for this path; these are key questions that the organizations is required to answer in each dimension. The identified content dimensions are the key areas of decision-making in order to shape the digital transformation strategy. Understanding and making the best decisions for each dimension is crucial for success in the path of digital transformation.

The “Establishment Act of Bimeh Markazi Iran & Insurance Operations” is the main legal framework governing the activity of the insurance industry and supervision authority in Iran. Although in the Establishment Act, the stable conditions governing the insurance industry are considered, the rapidly changing environment of economic activities requires flexibility and adaptability in the rules and regulations governing the insurance industry, especially in the current era for, to provide transformation in the insurance industry. Considering that more than half a century has passed since the approval of this Act and the new requirements that are imposed on the insurance industry from both the internal environment and the international environment, it is necessary to review it. In this review, the use of experiences and relevant international standard frameworks, as well as the experiences of insurance industry experts can be effective in reaching the desired model and targeted and effective reforms. Therefore, the purpose of this study is to identify the challenges and gaps of Act and review it to identify the solutions of the insurance industry administration in terms of laws and regulations.  

This study was done based on Mixed Method by using survey through questionnaires and in-depth interviews with experts, to identify gaps and areas that need to be amended in the Establishment Act and main laws of the insurance industry. 10 interviews have done and the questionnaire that designed based on the opinions of experts and international insurance standards, has distributed between 52 senior managers of insurance industry and academic professors that received 25 answers. Data gathered from interviews and questionnaires have analyzed and important poins have extracted. 

Drivers of changing the rules, Shariah dimension, legal dimension, executive dimension, organizational structure of the supervisory authority, budget of the supervisory organization, independency of the supervisory, structure of regulation and supervision and inhibiting factors have been counted as 9 main or axial codings of interviews. In analysis of questionnaires, maintaining the integrity of supervision and regulation in Central Insurance, amending the insurance laws, independency of supervisor, role of Reinsurance for Central Insurance, access and sharing of banking information and insurance records of policyholders between supervisor and insurance companies, Takaful, composition of members of the Supreme Council of Insurance and the authority of Council to update the laws, issuing joint insurance products with banks and improving the organizational performance of Central Insurance have been identified as the main issues of concern to the insurance industry. Also, maintaining and promoting competition and preventing fraud, ensuring the appropriate financial status of insurance companies to fulfill obligations to policyholders and other stakeholders, as well as using standard methods to determine capital requirements, supervising the arbitration system and dealing with disputes between the insurance company and agents, creating new institutions and mechanisms in the matter of risk trading in line with the development and emergence of new technologies and tools, helping to standardize data and processes, establishing data governance, guiding companies towards RegTech and using SupTech, and finally using all financial and spiritual capacities for development of insurance are among the most important duties of the insurance industry supervisor.At the end, suggestions have been made to solve the aforementioned gaps and challenges and to improve the legal framework governing the Iran’s insurance industry. Recommendations of this study include compilation of necessary qualifications and term of office for director general of supervision authority (Central Insurance), diversifying the financing methods of Central Insurance in order to strengthen its independency, the mechanism of the cooperation and coordination of Central Insurance with other regulatory governing bodies, changing the composition of Supreme Insurance Council, developing plans and actions of the supervisor regarding new risks of technology and digital transformation, use of capital market capacity in risk transferring and prediction of of virtual insurance companies establishment, and the revision of the goals of the supervisory authority in the areas of prudential supervision and business supervision.

Co-evolution is one of the scientific concepts that is adapted from biological ecosystems in the field of organization and as one of the relationships that has received much attention in recent years in ecosystems. Ecosystems as an evolutionary system consist of several parties, including actors, technologies, and institutions, which are trying to interact and survive through competition and cooperation. This research aims to, by relying on the research literature of business ecosystem and co-evolution in organizational populations, various components and dimensions of the concept of co-evolution in business ecosystems, which in many researches It has been dealt with in a scattered way in an overview and to answer the following main question: What are the dimensions of co-evolution in the business ecosystem? And what factors are involved in the emergence of this phenomenon in the business ecosystem?

This research is fundamental in terms of its purpose, and in terms of data collection, it is systematic review-documentary research. In order to identify the components of the concept of co-evolution in ecosystems, this research has used the systematic review method along with the content analysis of key articles in this field. 

By referring to Scopus and Google Scholar database, articles related to selected keywords were extracted and analyzed. In the first step, 881 articles were identified, and after filtering articles with different indexes, the number of articles that could be analyzed was reduced to 25 articles. The texts of 25 selected key articles entered the content analysis phase. Based on the results of this research, 5 main themes of the concept of co-evolution including mechanisms, nature, characteristics of ecosystem actors and 27 subcategories were extracted. Co-evolutionary mechanisms that actually express how this phenomenon is formed in ecosystems is "learning based on positive feedback and intelligence".Among the 27 sub-categories, 12 categories with high repetition were identified and based on this, a comprehensive definition of the nature and concept of co-evolution in business ecosystems was presented. Based on this definition, the concept of co-evolution in the business ecosystem based on the 4 main dimensions of "change, interaction, learning and multi-level" as "simultaneous, stable and permanent change and development between diverse actors of a business ecosystem that It is defined on several levels and based on learning and interaction between them. Based on the dimension of change, the main components that can be called co-evolutionary changes between different actors are "simultaneity and stability of changes" in which both actors must change simultaneously and mutually and the changes created in both entities must be stable (reproducible) and permanent. In the characteristics of ecosystem actors, the internal characteristics of each actor including "having intelligent, learning and interactive strategies" can have an effect on co-evolution, and the characteristics of the focal company of the ecosystem include intelligence, planning, and value. Development along with the laws and norms that are included in the governance structure of the ecosystem can have an effect on the formation of co-evolution at this level.

In this research, the study and analysis of co-evolutionary studies in the business ecosystem has been done using systematic review methods and content analysis of selected researches in this field. The review of the literature shows how over the years, the studies related to co-evolution in terms of conceptual and applied researches have adopted the analytical orientations of heterogeneity and still there is no unified understanding of this concept. Not in studies. The multiplicity of features and requirements mentioned in different sources and the observation that different studies have only considered some of these requirements have made the researchers in this field confused in obtaining a unified understanding of this approach and how it works. On the other hand, specific analyzes about where this point of view is now and where it can move to, are still not visible in the literature of organization and management. The aim of this research is to get an image of the past research process and future research streams and to know what and how the concept of co-evolution in the business ecosystem is, which is done through a systematic review and analysis of the content of highly cited articles. This field has answered two research questions. Each of the identified dimensions of this research can be used in companies that interact in cooperation networks and business ecosystems. The boundaries of the industry are gradually disappearing and different types of symbiosis, including ecosystems, replace the industry, the issue of co-evolution especially between the leaders and other members of the ecosystems. , co-evolution in technological entrepreneurship ecosystems in dynamic environments, the way of network formation in institutional ecosystems and the co-evolutionary leadership model in entrepreneurship and innovation ecosystems can be among future theoretical researches.

Due to the fact that supplementary health insurance plays a significant role in the life and health of people in the society, as well as financing the medical expenses of people, the satisfaction of policyholders becomes very important. The satisfaction of policyholders shows how well an insurance company provides good service when issuing insurance policies or paying claims. Based on this, in this paper, the evaluation of compensation performance in supplementary health insurances is discussed.

The research method used in this research is that first by using a library study, the effective factors on the evaluation of the compensation performance are calculated, and then, the compensation performance is calculated using the qualitative research method and field study, with the questionnaire tool for data collection is evaluated. The structure of the questionnaire was designed based on the SERQUAL model and based on five dimensions: physical, reliability, responsiveness, assurance and empathy, which examines the expectations and expectations of the insurers regarding the compensation performance. The purpose of SERVQUAL model is to evaluate service quality based on customer perception. Customers in the target groups discuss the service quality based on the degree of coordination between the service performance and the expected performance level in different dimensions. High service quality may be provided at a level of performance expected by customers. The level of performance with a high-quality service should provide is the same as the customer's expectations. If the performance is lower than the level of expectations, the quality will be low according to the customers. Service quality in the basic SEVQUAL model of is caused by the gap between expectations and performance. When the performance exceeds the expectations, the quality increases and when the performance is lower than the expectations, the quality decreases. Therefore, the gaps, between expectations and performance in different dimensions that are used to evaluate services, form the theoretical foundations in the SERVQUAL model.

In the following, by using confirmatory factor analysis, the desired model was confirmed in the policyholder's satisfaction with the payment of claims, and the findings of the research show that based on the collected sample, there is customer dissatisfaction with the quality of supplementary health insurance claim services in insurance companies.

 In this paper, several assumptions have been investigated using the SERVQUAL model, and based on the observed samples, the results of their investigation can be expressed as follows. The main hypothesis of the research, that is, "customers were satisfied with the overall quality of supplementary health insurance services", is rejected, in other words, the injured customers were not satisfied with the quality of the evaluation and compensation process services. The first hypothesis, that is, "customers were satisfied with the physical factors in the damage assessment unit of supplementary health insurance" has also been rejected. In other words, customers' satisfaction with physical factors is low and insurance companies have not been able to use modern and appropriate equipment and devices. The second hypothesis, i.e. "customers were satisfied with the reliability of the insurance company in the damage assessment unit of supplementary health insurance" has also been rejected. In other words, insurance companies have not been able to gain the trust of customers. According to the results of the research, the trust between the customers and insurance company has not happened to the customers of supplementary health insurance. The third hypothesis, that is, "customers were satisfied with the level of responsiveness of the insurance company's employees in the claims assessment unit of supplementary health insurance" has also been rejected. In other words, the level of responsiveness of the insurance company's employees in the damage assessment unit could not satisfy the customers. The fourth hypothesis, that is, "customers were satisfied with the insurance company's guarantee in the damage assessment unit of supplementary health insurance" has also been rejected. In other words, the customers were dissatisfied with the insurance company's guarantee, and this issue is definitely very effective in renewing the customer's contract in the future. The fifth hypothesis, that is, "customers were satisfied with the level of empathy of the insurance company's employees in the supplementary health insurance claim assessment unit" has also been rejected. In other words, the employees of the insurance companies have not been able to respect of the customers as they should, and as a result, the customers have not felt a special empathy with the employees of the insurance companies. Regarding the level of expectations and perceptions of customers, the following results can be presented. Three of the highest expectations are related to the reliability dimension. Customers expect ease, speed and transparency in paying their damages. But regarding perceptions, the situation is slightly different. In fact, four of the lowest perceptions are related to the reliability dimension. So, as the items related to the highest expectations have received the lowest perceptions from the customers, this somehow provides reasons for dissatisfaction among the insured.

Despite the consensus among different researchers on the importance of strategic thinking in the direction and sustainability of organizations, the evidence indicates the absence of this intellectual skill among the leaders of organizations and the lack of sufficient studies in this field (Bonn, 2001; Goldman et al. ., 2017; Liedtka, 1998). Strategic thinking is the creative combination of thoughts in people's minds that plays a key role in creating strategy and saving organizations in a complex and turbulent environment (Mintzberg, 1994). Strategic thinking is a divergent, creative process based on double-loop learning, the main goal of which is to discover innovative strategies that recreate the rules of the competitive game and envision futures that are fundamentally salvatory and different from the present (Heracleous, 1998). Strategic thinking is considered to be a key competence for the organization and especially for managers (Goldman et al., 2015, 2017; Goldman & Casey, 2010; Liedtka, 1998). The review of the research background in the field of strategic thinking indicates that often these studies have sought impact measurement, which means they have been conducted with a quantitative approach, and few studies that have been conducted with a qualitative approach have merely sought to identify the dimensions or factors affecting strategic thinking. It should be kept in mind that strategic thinking is a concept dependent on socio-cultural and political conditions that requires research in line with circumstances, and in this case, it will lead to achieving higher quality procedures, increasing the level of performance and a higher competitive advantage (Dhir et al., 2018) particularly conducting research in a specific industry, such as the poultry industry, which has a high potential for earning foreign currency for the country and is considered to be a strategic industry (Abdulahi et al. 2019). Therefore, it is evident that there is a lack of research that identifies the effective factors and consequences of strategic thinking skills in accordance with the country's circumstances. Considering the above-mentioned gaps, the main purposes of the current research are: identifying the dimensions of strategic thinking, identifying the factors influencing strategic thinking, and identifying the consequences of strategic thinking.

The approach adopted in the current research is qualitative, and the strategy used is grounded Theory. The tools of data collection were library studies and semi-structured interviews with livestock and poultry industry professionals until theoretical saturation was reached. To analyze the collected data, open, axial and selective coding was utilized. 

The final model consists of three categories. Antecedents of strategic thinking, dimensions of strategic thinking and consequences of strategic thinking. Antecedents consist of individual factors (knowledge and skill, perceptional factors, emotional and social intelligence), organizational dimension (knowledge management, organizational culture, structure and processes) and environmental factors (competitive environment, new technological trends, Supportive political and economic environment). The dimensions of strategic thinking were also identified in five categories of complexity approach, creative opportunism, analytical thinking, organizational awareness and crisis management. The consequences were at the organizational level (financial stability, Improving the position of the organization) and industrial level (Industry capacity development, Improving the position of the industry).

One of the results of this research that was different from other related researches was the introduction of crisis management as one of the dimensions of strategic thinking. Also, paying attention to knowledge management and organizational culture as important organizational factors affecting strategic thinking. Also, in addition to financial results, which until now have been the focus of studies on this factor as a consequence of strategic thinking, in this research, factors like competitiveness and export development, industry productivity, development of industry infrastructure was identified as other consequences of strategic thinking. Strategic thinking with a holistic view of the entire value chain consisting of stakeholders in society, understanding and analyzing influential trends, the ability to face various economic, political and social crises and with a creative approach to solve problems plays a key role in the development of sustainability goals which needs to be subjected to scrutiny as a new area for research in this sense.

Societies and organizations seek to gain sustainable competitive advantage. In this regard, knowledge management is an important factor in innovative activities to maximize the desired performance of the organization . A major part of these resources is their human resources . SMEs must respond to this challenge because conventional marketing strategies are no longer suitable in an age where consumers are more sophisticated than before .In recent years, environmental disturbances have caused knowledge management to emerge as a value creation factor for the customer and a key capacity for management. Therefore, if companies want to gain an advantage, they must have enough information about creating knowledge, sharing knowledge, and applying knowledge in the organization . The present age is the age of competition for survival, and organizations must continuously adapt themselves to new needs of customers. The development of new services is also essential for survival in this turbulent environment. For this purpose, it is necessary to pay attention to the opinions of customers and use the received feedback in the service development processes. For this purpose, in this research, the impact of customer knowledge management on the performance of the organization has been investigated from the perspective of customers and managers. Customers are one of the most important stakeholders in any company. There is no doubt that proper communication and cooperation with them can help increase customer satisfaction and success. Many companies are trying to align their processes and products in order to create stronger customer relationships. It considers customer knowledge as a combination of experience, value, information and expert insight captured during exchanges between the organization and the customer. This knowledge is created in a two-way flow that creates value for both parties (the organization and the customer) and is considered the main source in improving the value of the customer.

In this research, apart from measuring customer knowledge management and organizational performance at one level, measuring the relationship between social media and organizational performance at a multi-level structural position has been investigated. The current research is applied in terms of purpose and descriptive-survey research in terms of method. The statistical population of the research includes 169 IT supervisors and managers and 217 customers. Data analysis was done by structural equation modeling with partial least squares method and SmartPLS software. Based on results, technological, human and organizational factors have a positive effect on increasing organizational performance. The research innovation in the implementation of this analysis is multi-level. Multilevel data have been analyzed with the help of Hierarchical Linear Analysis software.

After processing the data by statistical tools and software, the following results were obtained, which can represent the results of the research hypotheses test:First hypothesis: human factors have a positive effect on customer knowledge management in order to increase software quality. According to the obtained results, it was observed that human factors have a positive effect on customer knowledge management in order to increase product quality, and the first hypothesis is confirmed in the company model. According to the measurement criteria in the research, for the development of software quality in the company, it is necessary to expand and use the ability to share and apply customer experiences. The skills and ability of employees to apply customer knowledge should be improved. Organizational factors have also a positive effect on customer knowledge management in order to increase product quality. It can be concluded that in order to develop software quality, it is necessary to meet customers to discuss their needs during the software development process. In the course of software development activities, customers' participation should be used. It is necessary to encourage the attraction and management of customer knowledge in the company environment. Organizational factors do not have a significant effect on customer knowledge management in order to increase product quality, and the second hypothesis is rejected in the customer model. In today's changing and competitive business market product quality is considered as the primary factor of success. If an organization can provide a quality product, it can definitely provide a set of excellent operations and services to the customer. Therefore, product quality will be the factor of customer loyalty. In this regard, software quality is a vital indicator that Managers and IT specialists should have a consensus about its development

The output of HLM 7 software showed the multilevel relationships of the research variables. Social media at the extra-organizational level has a positive effect on the regression coefficient, the relationship between customer knowledge management and performance . In other words, the greater the investment on social media at the second (extra-organizational) level, the more intense its effect is at the lower level and organizational performance can be increased.

National and international marketing have differences, the most important of which are environmental differences in political, economic, cultural and social fields. Differences in climate, natural resources, and culture create different production and service needs that in order to meet the needs of consumers, marketing managers must examine the available opportunities through market segmentation so that they can provide the products and services needed by consumers according to the available resources. Marketing capabilities are very important for commercial companies because by using the tangible and intangible resources of the companies, they are highly useful in identifying the wants and needs of customers and are used in order to meet the needs of customers and improve the performance of companies in the field of business. By developing marketing capabilities, you can create a strong position and maintain value for your consumers to maintain and strengthen their loyalty to the company. In order for commercial companies to survive in this turbulent business world and maintain and improve their share in the market by maintaining their customers and satisfying their demands, they must have capabilities that create a competitive advantage for them and create differentiation. With competitors, others can't use this advantage that is unique to them, which includes dynamic and adaptive marketing capabilities. Dynamic marketing capabilities respond to a rapidly changing environment by leveraging the company's internal and external capabilities. Adaptive marketing capabilities also take a proactive approach that starts with market intelligence and digs deep into the problems and questions customers face. Adaptive marketing capabilities are the developed ability to sense and act on market signals, continuously learn from market experiments, and integrate and coordinate social network resources to adapt to market changes and anticipate industry trends. The performance of a company shows how much this group has been able to achieve the goals and strategies it has set in advance, and as a result, performance can be estimated through effectiveness and efficiency. Therefore, considering the research gap in the field of dynamic and adaptive marketing capabilities and the relationship they can have with the international marketing performance of companies, the main question in this research is: What is the effect of dynamic and adaptive marketing capabilities on the performance of companies in international marketing? According to the above points, the purpose of this research is to investigate the effect of dynamic and adaptive marketing capabilities on the performance of companies in international marketing.

Based on the purpose of this research, it is considered as applied research because it deals with the development of practical knowledge in the field of performance. The statistical population of the research includes tile and ceramic exporting companies in Iran. According to the statistics obtained from the Ministry of Industry, Mining and Trade of the Islamic Republic of Iran, there are a total of 155 companies. Cochran's formula was used to determine the sample size. The sample size is proportional to the statistical population of 110 companies. The sampling method in this research was available random sampling. Questionnaire made by the researcher using the background indicators and questions of the research was used to collect data and structural equation modeling approach and SPSS and PLS software were used to analyze the collected data.

The results showed that marketing capabilities have an effect on the international marketing performance of tile and ceramic exporting companies in Iran. The direct effect of dynamic marketing capabilities and adaptive marketing capabilities on international marketing performance are also significant. Also, the results indicated that customer relationship management capability, product development management capability, supply chain management capability, smart market learning capability, compatible market testing capability, open marketing capability have a significant impact on international marketing performance. On the other hand, the moderating effect of competition intensity on the relationship between marketing capabilities and international marketing performance of tile and ceramic exporting companies in Iran was confirmed. The effect of competition intensity in the relationship between dynamic marketing capabilities, adaptive marketing capabilities and international marketing performance was confirmed as a moderator. Finally, the effect of competition intensity moderator in the relationship between customer relationship management capability, product development management capability, supply chain management capability, smart market learning capability, adaptive market testing capability, open marketing capability and international marketing performance was confirmed.

In total, the research results show that marketing capabilities, dynamic marketing capabilities and its dimensions, and adaptive marketing capabilities and its dimensions have an effect on international marketing performance. It is worth mentioning that the intensity of competition moderates these relationships. Therefore, officials and managers of tile and ceramic exporting companies in Iran should pay special attention to these factors affecting international marketing performance. and use all their power to increase these factors in order to achieve a sustainable competitive advantage in this turbulent economic arena, which is the goal of all companies, especially companies that are in the field of export, and keep pace with their competitors in for the success of the business, or better to say, the field of marketing, take a useful step.

The research’s aim is to investigate the effects of the success of strategic alliances on the strategic learning ability of member companies in the Iranian Electricity Industry Syndicate in 1402, emphasizing the important role of strategic foresight. In the school of learning strategy, strategy is an activity that is learned by the members of the organization and also emerges from the heart of learning processes, and on this basis, it has attracted the attention of many organizations and companies. In other words, organizations with a learning attitude to strategy design can improve their speed of action and effectiveness to face environmental changes and the future of the organization.

The research’s problems achieved by finding answers to the three main questions about the influence of strategic alliance on strategic learning and strategic foresight finally about the nature of strategic alliance. The research is descriptive correlational research based on the structural equation modeling method in terms of the practical purpose and the method of data collection, which has been carried out cross-sectionally. The data of this research was collected through a questionnaire survey method. This sample was produced by searching in the organizational database of the Iranian Electricity Syndicate in the spring of 1402. which included 609 companies and according to the survey of senior managers, a statistical population of 609 people was produced, which was used by simple random sampling method. In recent studies, Cohen's formula is used to determine the sample size based on the effect size and power of the test. Another advantage of this method is that the number of main variables and questionnaire questions is also involved in the calculation of the sample size. Based on Cohen's formula, the sample size was considered equal to 106. The questionnaire included 55 items. Strategic foresight consists of three sub-components – environmental scanning, strategic choice, and integration capabilities – and was measured using a total of 31 items developed by Polianite and Passa (2014) [51]. To measure the strategic success of the alliance, we used five items taken from the evaluation criteria established by Robertson and Gatignon (1998). These measures can be used to determine the success of strategic alliances in innovation and new product development and to identify whether a company's profit and sales have been positively affected by strategic alliances or not [56]. Also, to measure strategic learning, a four-item scale proposed by Charlotte Siren (2012) and using 19 items is used [72]. To achieve content and face validity, the questionnaire was reviewed by experts, and according to their opinions and making necessary corrections in the parameters, the validity of the questionnaire was confirmed and then the questionnaires were distributed. To measure reliability, Cronbach's alpha and composite reliability were calculated. This study uses SmartPLS4 to verify the research framework and hypotheses.

The results of the research data analysis showed that strategic alliance on strategic learning and strategic foresight; Also, strategic foresight has a positive and significant effect on strategic learning. Finally, strategic foresight mediates the relationship between strategic alliance and strategic learning. This research empirically proves the positive effect of strategic alliances on foresight as well as on strategic learning. As a result, this issue is useful for company managers to start tending to strategies based on cooperation and forming strategic alliances. This research showed that the more investment in strategic alliances, the better the future-oriented competencies. Furthermore, the better the foresight performance, the greater the strategic learning. In a business environment characterized by continuous and often disruptive change [81], companies face increasing pressure to identify future opportunities that enable them to create new products, services, and markets and maintain their ability to compete in the future. Therefore, a growing number of companies see foresight as an important tool to prepare for the future [67]. However, conducting foresight with an exclusive focus on internal knowledge and capabilities may prevent companies from finding new and important ideas [27]. Corporate foresight research thus far integrates networks as a means of capturing external data, often at the unit level [61]. The ability to extract knowledge and skills through alliances may become critical to survival [34].

Learning is becoming a central tool for future competition in strategic relationships [52]. Foresight activity promotes collective forms of learning that rely heavily on the cognitive virtues of a foresight attitude [18]. Strategic learning refers to learning that affects the identification and implementation of information and strategic initiatives to provide future capacity for organizational growth and survival [2]. Company managers must plan for the future to stay ahead of threats and be aware of growth opportunities. Our proposal is a systemic approach to close relationships with customers and suppliers the creation of diverse networks in the business environment and the development of strategic foresight capabilities: environmental scanning, strategic choice and, integration capabilities to create a learning organization, especially in the field of dynamizing the process of redesigning, implementing and controlling strategy to achieve strategic agility. To achieve this goal, researchers must be in close contact with the marketing team, who often understand the expectations of customers and suppliers. Managers must also learn to consider both short-term and long-term costs simultaneously. By considering the cost of missing out on new product opportunities or early warnings of future threats, managers can understand the importance of foresight. As a manager, they must also learn to evaluate costs but also consider returns. As a result, it is better to consider the additional cost and risks caused by resource sharing and the creation of foresight systems as strategic investments, which enable the achievement of dynamic competitive advantages by changing the strategic direction of the organization and providing information and resources for these changes.

The economic development of any country depends to some extent on the efficiency and level of performance of the aviation, airport and air transport industry; therefore, the question arises as to what level of efficiency the organizations and companies active in this field are operating. The subject and purpose of the research is to explain a model in line with the formulation of strategy and strategic goal setting in the functional field of marketing of Iran's airport aviation industry, which is one of the most important challenges in the aviation and airport industry, and the main problem in evaluating the country's aviation and airport performance is the lack of a comprehensive monitoring system and Evaluation of current performance is especially in the field of marketing. Formally, these systems are based on traditional accounting criteria that can evaluate part of the past performance of airports and air navigation in the best possible case, and the main question is how to use the mathematical model to evaluate the performance of aviation and airport marketing. The country achieved to be able to present a more realistic and comprehensive picture of the marketing performance of that complex.

 Research method through the mixed method, at first, the index of the current criteria used in the evaluation of the airport and aviation industry of the country and the world was screened. Then, these criteria were examined in the air transport and airport industry, and in the qualitative phase, by conducting semi-structured interviews with experts, specialists and experts of the air transport and airport industry, the final indicators obtained from the background check and interviews were summarized. Investigations showed that there is a significant lack of marketing performance and market-based criteria in evaluating performance in the aviation and airport sector of the country. Therefore, we explained and presented a model for evaluating market-based performance so that it can show a more comprehensive picture of Iran's aviation and airport marketing performance. The statistical population includes 34 international and border airports under the ownership of Iran Airports and Air Navigation Company. With the help of the mathematical model and with the help of operational research techniques and the use of the concepts and principles of network data coverage analysis, a quantitative part was carried out, then the explained mathematical model was tested and examined with the actual data obtained. Real data was collected from valid documents and documents related to the year 2017-2018 of the Airports and Air Navigation Company of the country.

 The results of solving the model showed that only 14 airports were fully operational in both stages. The number of 17 airports in the first stage, the number of 25 airports in the second stage were efficient, while their overall efficiency was less than 1. Also, the number of 14 airports had %100 efficiency in the process of marketing performance. And other airports have been separated from the efficiency center due to the weakness in the output and the increase in the input of their processes, and it is necessary to take continuous measures to improve the situation in these airports. Based on the results, Abadan Airport is inefficient in the area of ​​air navigation services strategies in the first stage with an efficiency number of 0.757, and in the second stage with a number of 1, it is efficient in the area of ​​marketing objectives and strategies and market performance, and in total with a number of 0.711, it is considered an inefficient airport. Therefore, this airport and airports and DMUs that have obtained a number less than 1 in the first stage, i.e. air navigation services performance strategies, and have become inefficient, and have obtained a number of 1 in the second stage of evaluation, i.e. marketing and market performance objectives and strategies, are considered efficient in this stage and will be inefficient in the overall evaluation. This airport is in line with Zahiri's research (2017) in the area of ​​air navigation services performance strategies, but it is not in line with it in the area of ​​marketing and market performance objectives and strategies. Urmia Airport has inefficiency in the area of ​​air navigation service strategies in the first stage with an efficiency number of 0.682, and in the second stage with a number of 1, it has efficiency in the marketing goals and strategies and market performance stage, and in total with a number of 0.273, it is considered an inefficient airport. Therefore, for these airports that are inefficient in the overall assessment, it is necessary to increase or re-evaluate the status of their inputs in the passenger capacity section, increase the number of reception desks and passenger dispatch, as well as general and operational costs, and try to get closer to the efficiency boundary in this way. The aforementioned airport is not in line with Zahiri's research (2017) in the air navigation service performance strategy section, but it is in line with it in the marketing and market performance goals and strategies section. According to the results, compared to the results of previous studies, the use of the nonparametric two-stage data envelopment analysis method is more accurate and comprehensive than other methods used.

By emphasizing customer-centricity and paying attention to passenger satisfaction, airports are able to improve market capacity, the air transportation coefficient, cargo and passenger movement, which is one of the important goals of the Airports Company and the Civil Aviation Organization. In this study, by presenting three important marketing indicators: passenger satisfaction, airline loyalty, and share of regional transit flights, it is possible to examine the performance strategies and main process of the market performance evaluation system in the country's aviation and airport industry. Therefore, another output of this study is to help managers of the Iranian aviation and airport industry and airport managers to improve their internal processes in order to improve the efficiency of the market performance of their complexes. It is possible to determine, at the airport service and air navigation and aviation performance strategy stage or at the marketing strategy and market performance stage, which of the input or output criteria, the number of passenger departures and arrivals, the number of flight landings and takeoffs, the number and amount of cargo and mail departures and arrivals, general and operational costs, passenger acceptance capacities, passenger satisfaction, and airline loyalty in the use of airport space and facilities and infrastructure, need to be reduced or increased.

Analytical thinking in the field of performance leads to waste of resources, weak performance at every level, and inefficiency of organization management; Therefore, it is necessary to create efficiency at all organizational levels for coordination in human resource management. The current research has been conducted to designing a human resources performance management model at individual, group, and organizational levels in Tehran Municipality. Among the other research gaps resolved in this research are determining the performance management of human resources with a multi-level approach and determining the reward system it as a factor influencing the performance management of human resources. The researcher is one of the employees of Tehran Municipality, and according to the expert investigations he has conducted with the help of experts in this organization, he has realized that in Tehran Municipality, there is relatively low work motivation and work commitment among the employees (at the individual level). Working groups, whether formal or informal, are not properly understood and do not have the proper position they should have (at the group level), the performance of the organization has many weaknesses, and there is a lot of waste of resources (at the organizational level). These problems are among the existing problems of human resource performance management of Tehran Municipality Organization.

The type of research is the developmental and applied ine. The population’s size of the qualitative part included twelve managers and senior experts of the 124 districts of Tehran city, which were conducted by snowball method until reaching the theoretical saturation limit, by field method, and a semi-structured interview with them. In this research, in addition to the fact that human resources performance management is modeled in these three levels, the relationships between these three levels are also investigated. The findings of this research revealed two overarching themes at the individual level, two categories of overarching themes at the group level, and six overarching themes at the organizational level. The method of data collection is qualitative and quantitative, field and data collection tools. In the qualitative part, it is a semi-structured interview with experts,  and in the quantitative part, it is a questionnaire. The research method is thematic analysis and in the quantitative part it has been validated using factor analysis. In the qualitative part, to ensure the validity of the model, analysis and review solutions by other experts have been used. The reliability of the qualitative part has been measured using the test-retest method. Convergent and divergent validity and composite reliability have been used in a small part. Validity was measured by expert review and reliability by Kreppendorff's alpha method. In the quantitative part of the research, among more than 8 thousand employees working in 124 districts of Tehran Municipality, the sample size was selected based on Cochran's formula, 380 people. To validate the model, confirmatory factor analysis and model fit test were used, as a result of which all the dimensions of the components and indicators of the model were confirmed and the importance of the dimensions and components of the model is acceptable. 

The role of each of these three levels has been clarified and defined, and considering the importance of all three levels and the importance of relationships between these levels, in this research, the theory of developing relationships between levels in the organization has been proposed and introduced. At the individual level: This study has identified and investigated the links between psychological factors and manager's abilities individually with the performance of human resources in the organization. The interpersonal and individual psychological ability of managers constitutes the individual level of human resources performance management, and it has been concluded that the two individual psychological factors of managers and the interpersonal ability of managers can improve the performance of human resources in the organization; Because managers can creatively solve dynamic problems in a dynamic environment with job motivation, building interactions, abilities and personality traits. When municipalities improve the performance of human resources at the individual level based on two individual psychological factors and interpersonal ability, they cultivate motivated, highly social, capable, and useful employees who can quickly adapt to the new environment. At the group level: the efficiency of human resource performance at the group level depends on the credibility of the group in terms of group competence and group atmosphere, and on the group's agility. The core of the working group depends on the individual; Therefore, people should be members of those working groups that have a high degree of compatibility and are also efficient. When there is an agile and credible group, participation in decision-making increases, and appropriate decisions are made to increase performance for the organization. The most important component in group agility is creating a combination of skills and capabilities. At the organizational level: To check the success of human resource performance management at the organizational level, sixty indicators have been obtained, of which forty-nine indicators are recognized as the most important.

By asking the same experts, the relationships between the three levels were investigated. The results indicate that the levels have a positive effect on each other. The extractive model helps the human resources management of Tehran municipality to improve the performance at the levels by accurately identifying the concepts affecting the performance management process.

The electricity industry, which plays a decisive role in the energy security of countries, has faced many challenges in the world such as increasing demand, greenhouse gas emissions and climate change, reducing fossil fuel reserves and economic conditions. Forecasts have shown that this trend will continue. Considering the continued increase in the demand for electrical energy and climate change, the necessity of policy making in energy efficiency and renewable energies is always considered as one of the strategic priorities in the country's top level documents. In this regard, this research intends to identify the dynamics of the country's electric energy supply system from a macro perspective, paying attention to the trends of drivers of changes in electric energy demand due to climate change, population and economic growth, and based on these dynamics, obtain a correct estimate of the continuation of the existing situation.

Considering the complexities governing the energy sector, the dynamic system approach is very suitable for investigating the issue. Therefore, in this research, the main goal is to present a dynamic model of electric energy supply for Iran and analyze the influencing factors of this relationship. Therefore, it has been tried to study the dimensions of electric energy supply under the influence of climate change in the country. Then, with a systemic approach, the behavior of the electrical energy supply system was simulated based on the climate change trend in the 30-year horizon (1400-1430) in the country.

The obtained results showed that the simulated model can provide acceptable behavior and results compared to reality. With a pathological and systematic view, the effective factors have been examined in a regular and coordinated function to reveal the existing synergies and trade-offs to identify general strategies for providing electrical energy. In the following, according to the declining behavior of the security of electrical energy resources, the identification and evaluation of the policies of supplying electrical energy resources based on adaptation to the climate changes of Iran was discussed. According to the results of the sensitivity analysis of the dynamic model, four strategies include: (1) Electric energy supply based on the management of electric energy supply from non-renewable sources; (2) Electric energy supply based on the management of electric energy supply from renewable sources; (3) Electric energy supply based on electric energy demand management and (4) Electric energy supply based on adaptation to climate changes were identified. In the following, by applying separately and combined policies of each of the strategies; The behavior of target variables of the model was investigated and compared. Finally, combined policies include: (1) reducing supply losses through the productivity of power plant production factors; (2) reducing energy transmission and distribution losses; (3) Per capita reduction of electrical energy consumption; (4) Development of solar power plants and (5) Management of water demand in the food sector; (6) Development of heat recovery systems, (7) Development of wind power plants and (8) Development of biogas power plants were selected as the best policies for supplying electrical energy resources based on adaptation to the climate change process.

Finally, based on the implementation of selected combined policies in the model, in short, the following solutions will lead to the supply of electrical energy security under the influence of climate: (1) 16% development of nuclear power plants in order to manage the supply of electrical energy from non-renewable and low-carbon sources in order to reduce supply losses through the productivity of production factors. (2) 18% reduction in the ratio of production of gas power plants to the total production of non-renewable power plants and increasing the production of combined cycle power plants through conversion from gas to combined cycle in order to increase the productivity of production factors and manage the supply of non-renewable resources. (3) Consolidation of energy and development of heat recovery systems in industrial units in order to develop heat recovery power plants by 32%. (4) Development of biogas, wind and solar power plants according to the key potentials in the country in order to manage energy supply from renewable sources and reduce greenhouse gas emissions. (5) 5% reduction in energy transmission and distribution losses in order to manage demand and maintain electrical energy security. (6) Reducing per capita energy consumption and reaching the global average due to the increasing demand due to population growth. (7) Management of water demand in the food sector by increasing the irrigation efficiency to about 85%, increasing the area of land under the irrigation network and reducing food losses. It is worth mentioning that in this study, the simulation was based on historical trends, so in the field of research proposals for future research, it is suggested to investigate the effects of climate change under climate change scenarios and climate forecasting models. In this review, technical and economic variables are not taken into consideration. More studies are needed on the technical and cost effects of the variability of renewable sources and the effects of extreme weather events on all elements of the energy system. The impact of severe weather changes compared to gradual changes (such as weather events with higher or lower than normal values) can be significant. prolonged periods of calm winds or drought, or reduced predictability of weather patterns, which may occur under more or more severe climate change; It could be problematic for energy systems with a high share of renewable energy in the future.

The importance of changes in insurance services in the economy is dependent on the amount of growth of assets and increasing competition between financial sectors, management control systems, methods and formal actions that are based on information that managers apply in organizational activities to maintain or change patterns. Turbulent environments tend to encourage companies to react more quickly to change. This requires more formalization of management controls, which affects the development of innovation. In this regard, these questions arise that; what kind of interactive management controls are used by managers in different organizations? Are there patterns among companies that follow similar strategies? Is there a relationship between the use of management controls and gaining a competitive advantage in organizations and enterprises? More than three decades ago, Robert Simons provided a framework for understanding how to manage business strategies, Management Control Systems (MCS). In this system, performance control and measurement techniques are particularly important for the successful implementation of the company's strategy and business strategy. Simons believes that four levers are needed in an organization to create a balance for predictable goal achievement and creative innovation: belief systems, boundary systems, feedback systems, and measurement systems that can be diagnostic or interactive. In this article, it is examined how the framework of Simons' strategic control model can be used to create a competitive advantage with the mediating role of innovative performance in insurance companies.

The present study is a correlational and applied one and the data collection has been done in the field.The statistical population of the research is managers and experts of insurance companies in Ardabil province, which were totally 1200 people among which 291 people were selected by stratified random sampling method and using Morgan's table. To collect data about the main components of the research, from Huang and Lee (2018) innovative standard questionnaire with 7 items and Hill and Jones (2010) standard competitive advantage questionnaire with 8 items, questionnaires made by researchers of diagnostic control systems with 5 items, interactive control systems with 5 items; belief control systems with 5 items; Border control systems with 5 items in the form of Likert scale and 5 options were used. In order to determine the validity of the questionnaire, five university professors with management expertise reviewed the questionnaire in terms of content and form in a preliminary test and made suggestions regarding better clarification of some questions and after summarizing, the final questionnaire comments in the form of research was set. In order to investigate the main purpose of the research, Spss23 software was used to determine the normality of the data and to evaluate the conceptual model of the research by modeling structural equations with smart pls 3 software. 

The results of the data normality test show that all research variables are significant at the 5% error level, and in other words, none of the research variables follow a normal distribution. According to the findings, in order to check the reliability of each of the items, the factor load of each of the observed variables is considered on the corresponding latent variables. Usually, factor loadings higher than 0.4 are acceptable and significant at the 0.05 level. The results showed that the factor load of all the items are higher than the desired level. In the case of the mediating variable of innovative performance, 46% of the total effect of control systems on competitive advantage is created through the mediating variable of innovative performance. The t-statistic value for all paths is higher than 1.96 and it shows that all the obtained path coefficients are significant, and in this sense, the main assumption of this research, that is, Simons control systems has an effect on competitive advantage with the mediating variable of innovative performance, is accepted. The degree of flexible culture is directly related to the emphasis on controlling beliefs, and controlling beliefs is a key element of control when companies operate with a flexible culture. Thus, control beliefs drive the control system because we found that control levers work together in mutually reinforcing combinations.

Effective usage of strategic control levers helps insurance managers coordinate the company's environmental, social, and economic initiatives, which in turn improves organizational performance. It can be said that in survival insurance companies, success and as a result, competitive advantage depends on capabilities and competencies and controls that should be developed and used in the best way to adapt to changes. Also, rewarding employees who come up with new ideas and implementing them to improve product innovation, service quality, and significantly reduce costs ultimately creates a distinct advantage for insurance ompanies.
Human plays an essential role in gaining a competitive advantage, and the most important competitive advantage of insurance companies is the optimal use of competent resources and conducting controls to increase the power and motivation of its forces. In short, it can be said that the managers and experts of the insurance industry will be inspired by the Simons control model to develop strategies to gain competitive advantage and determine the technical and attitudinal gaps of their subsidiaries, and it is suggested that by offering products in a new way to customers, insurance companies can prove their competitive advantage over competitors by satisfying them in payments and receipts and performing detailed controls on customers and subsidiaries.

Coopetition - cooperation and simultaneous competition between companies - is important in strategic management. Coopetition can lead to higher performance levels. Coopetitive partnerships often cause tension, opportunistic behavior, and knowledge leakage, creating a vulnerable relationship. Due to its difficult and potentially harmful nature, coopetition is known as one of the most complex and demanding organizational phenomena. The purpose of this article is to systematically review previous research regarding factors affecting tension in coopetition. The CASP program was used to conduct this research and to check the quality of selected articles. In the next step, MAXQDA2020 software was used for data analysis, coding, and theme analysis. Through the Shannon entropy technique, the indicators obtained from the previous stage were weighted and selected based on priority. Finally, by using the identified codes and their classification, the factors affecting the tension in the coopetition have been identified.

To achieve the goal of this article, using the systematic review method, after extracting and reviewing numerous studies, finally 87 articles were selected for deeper review. After determining the research problem, search for research keywords in the databases of international authoritative articles including Scopus, Web of Science and Elsevier, Emerald websites, the internal website of the articles including the website of the Journal of Business Management, Strategic Management Studies, and the Quarterly Journal of Iranian Management Sciences and many others. The search for these keywords was performed in the indexed articles of the first stage during the years 2017 to 2022 and in the second stage during the years 1995 to 2017. In the first stage of the search, during the years 2017 to 2022, a forward search was used to search for articles, and in the second stage of the search, during the years 1995 to 2017, a backward search was used to find all articles related to the research problem. 

Due to the competitive aspect of the coopetitive relationship, there are many tensions in the coopetitive relationship. These tensions can harm the quality of cooperation between competitors. They can cause mistrust, mutual negative effects, and intractable conflicts between competitors. By examining the background of research in this field in Iran in recent years, it was found that researchers have focused on the development of the ontological foundations of cooperative competition, its formation conditions, underlying processes, and its results. They have done this using different research methods. On the one hand, many studies have been conceptual or exploratory in nature and have often examined individual cases to provide an initial conceptual basis. On the other hand, few studies have been conducted to examine the correlation between distinct partnership relationship variables, including, for example, the effects of partner characteristics on performance, the impact of tensions on outcomes, and value.

Considering the review of the background of both competitive and non-competitive research focusing on the topic of tension in Iran and observing little research in this field due to the novelty of this topic in the country's management literature, the results of the present research can contribute to knowledge enhancement and innovation in the field of coopetition in Iran's researches. After reviewing and analyzing the selected articles, it was found that the main structure of the literature on factors affecting tension in coopetition focuses on four factors: paradox, conflict, incompatibility, and relationships. In this research, the conceptual framework of the factors affecting the tension in coopetition has been determined based on the analysis and composition of the identified factors.

One of the characteristics of successful organizations that has been mentioned in most researches is organizational resilience. Organizational resilience refers to the organization's ability to predict, prepare and respond to continuous changes in the environment. Business resilience is influenced by many factors. One of the factors that affect resilience is employees and their way of thinking. According to many researchers, competitive advantage is the factor of survival and, in the next stage, the factor of success. Strategic thinking is the key to achieve competitive advantage. Entrepreneurial strategic thinking is an important tool that today's senior managers should be equipped with, and it is known as a winning card in various economic and social fields, that allows managers to evaluate the risk, profit and costs of their decisions. In the management literature, several theories have been developed to explain the success of the organization during the last few decades. One of the major and central areas that examines the growth and resilience of organizations is the strategic area. The focus of researchers in this field is on how to change and develop the organization's business according to the situation and environmental changes; in such a way that its long-term survival and success is realized. However, some theories and concepts raised in the strategic field have been less discussed. One of these concepts is strategic renewal in the organization. The meaning of strategic renewal is the content process and the result of updating or replacing the characteristics of the organization, which have the ability to significantly influence the long-term vision of the organization, and in the changing environment, it is necessary for the survival and growth of organizations. The presence of entrepreneurial strategic thinking in small and medium-sized companies can identify new opportunities in the business environment, react appropriately to them, and be resilient in the face of adverse situations and changes in their markets. Small and medium-sized companies can make positive changes to improve their performance and create a competitive advantage through strategic renewal while re-examining and revising the organization's current strategies. Entrepreneurial strategic thinking can lead the organization to innovation and interaction with new markets and thus increase the competitive power of the organization. Therefore, the main question of this research is raised as follows: Does entrepreneurial strategic thinking have a significant effect on organizational resilience considering the mediating role of strategic renewal in small and medium enterprises of Ilam province?

The current research is practical in terms of purpose and is based on the nature of the descriptive-correlation method. It is also field survey based on the method of data collection. The statistical population of this research includes small and medium companies of Ilam province, whose number is equal to 250 companies. For sample selection, 148 companies were selected using Morgan's table and based on simple random sampling method. The main tool of data collection in this research is standard questionnaires in the field of research variables. For data analysis, structural equation model analysis was used using Visual PLS software. 

Considering that the significant number between the two variables of entrepreneurial strategic thinking and organizational resilience is equal to 9.937 and greater than 1.96, and also the path coefficient between them is equal to 0.645, Therefore, it can be said that entrepreneurial strategic thinking has an impact on organizational resilience (confirmation of the first hypothesis). The significant number between the two variables of entrepreneurial strategic thinking and strategic renovation is equal to 11.830 and greater than 1.96, and considering that the path coefficient between these two variables is equal to 0.858, it can be said that entrepreneurial strategic thinking has a significant impact on strategic innovation. (confirmation of the second hypothesis). The significant number between the two variables of strategic renewal and organizational resilience is equal to 10.259 and greater than 1.96, thus, the path coefficient between these two variables is equal to 0.782, so strategic renewal has a direct, positive and significant effect on organizational resilience (confirmation of the third hypothesis). Considering that in the Sobel test, the Z-value is greater than 1.96, so it can be concluded that at the 95% level, the effect of the mediating variable of strategic renewal in the relationship between strategic entrepreneurial thinking and organizational resilience is significant. The Z-value for all four sub-hypotheses is greater than 1.96, so at the 95% level, the mediating role of the variable of strategic renewal in the impact of vision and foresight, progress and foresight, intelligence and experience management on organizational resilience is confirmed.

Understanding the importance of strategic renewal, the role of entrepreneurial strategic thinking and the integration of two strategic and entrepreneurial perspectives in organizational resilience examined, which in turn affects organizational productivity, competitive power and the final performance of the organization and brings significant management consequences; first, as entrepreneurial strategic thinking has direct impact on organizational resilience, it is found that the more companies adopt strategic thinking and entrepreneurship, the more successful they will be in developing and improving their skills and abilities and will improve their resilience. Second, based on the impact of entrepreneurial strategic thinking on strategic renewal, the results indicated that entrepreneurial strategic thinking is a tool that organizations can use to create a creative environment and exploit the ingenuity and creativity of employees to create new opportunities. Third, due to the impact of strategic renewal on organizational resilience, the results showed that strategic renewal is an important activity that is vital for companies to create and maintain a competitive advantage