Business Intelligence Management Studies

Research Paper Data, information and knowledge management in the field of smart business

Modeling the drivers and consequences of digital transformation in the country's steel industry business ecosystem Iran

, Parisa karaminiya; , Ali Rajabzadeh Ghatari; Mohmoud Dehghan Nayeri,

Volume 13, Issue 52 , May 2025, Pages 1-46

https://doi.org/10.22054/ims.2025.81930.2520

Abstract

This research was conducted with the aim of modeling the drivers and consequences of digital transformation in the country's steel industry business ecosystem Iran. The present study is an applied-developmental research in terms of its purpose and a descriptive-survey research in terms of its data collection ... Read More This research was conducted with the aim of modeling the drivers and consequences of digital transformation in the country's steel industry business ecosystem Iran. The present study is an applied-developmental research in terms of its purpose and a descriptive-survey research in terms of its data collection method. In line with the purpose, an exploratory mixed research design was used. The qualitative section's participant population includes management professors and managers of the country's steel industry. Theoretical saturation was achieved after 20 interviews using the theoretical sampling method. In the quantitative section, a sample of 140 managers and experts of the country's steel industry was selected using the Cohen power analysis method. The data collection tool was a semi-structured interview and a researcher-made questionnaire. The validity of the qualitative section was examined based on reliability, transferability, confirmability, and reliability, and the Holst coefficient was estimated to be 0.707 and Cohen's kappa was 0.658, which is desirable. The questionnaire was validated by estimating the content validity ratio, convergent validity, and divergent validity. Also, Cronbach's alpha, coefficient of resiliency and composite reliability of all constructs were estimated above 0.7. Qualitative content analysis, structural-interpretive modeling and partial least squares methods were used to analyze the data. The research findings showed that business ecosystem factors, management factors, hardware and software platforms are driving factors that affect the digital transformation strategy. The digital transformation strategy also affects the digital transformation of the steel industry, and digital transformation in turn affects digital innovation and digital communications, and affects innovative performance, social performance and marketing performance, and ultimately enables the achievement of financial performance.IntroductionThe steel industry in Iran is known as a vital and mother industry due to its rich mineral resources and potential capacities. This industry has a strategic position in Iran and is considered the second largest non-oil export industry after petrochemicals. Steel is the most practical metal in terms of quality and value, and about 95% of the world's metals are steel and iron. Transformation is a critical factor in the success of steel companies' supply chains, and customer demands in the competitive market of this industry require fundamental changes in current processes. In other words, it can be said that transformation has become a vital issue in the steel industry ecosystem, and accepting and keeping up with changes is a necessary and continuous matter that ultimately ensures the health of this industry. The advancement of digital technology has led to the development of new organizational networks, which are called digital business ecosystems. Digital technology plays a pivotal role in achieving business goals, and its scope and effects are so extensive that it can even transform the nature of an industry as a whole. It is not possible to study business ecosystems without considering digital transformation. In general, it can be said that digital transformation has become the dominant paradigm in the industrial world today. In order to solve the country's major problems by utilizing the capacity of transformative technologies and with the aim of developing the digital economy, the Ministry of Communications and Information Technology has compiled and submitted to the Cabinet the "Digital Transformation Document" since the beginning of 1400. Specifically, in the country's steel industry, embracing digital transformation will bring many benefits, but this transformation requires contexts and platforms that are known as drivers of digital transformation in the steel industry. Creating software platforms that are appropriate for the business ecosystem processes of this steel industry, which has a continuous value chain, along with speed and agility in decision-making for managers, is a very vital issue that will have significant consequences. On the other hand, the digital transformation of the steel industry is inevitable, and from a negative perspective, this issue is also very important. The rapid movement of countries such as China and India towards digital development in the steel industry has greatly affected global markets and, of course, Iran, and can be a warning for the Iranian steel industry. This issue is also very important theoretically, and various studies have been conducted on "digital transformation" and "business ecosystems." However, an independent study that examines the country's steel industry business ecosystem based on digital transformation has not yet been recorded in the country's domestic scientific interventions. In studies that have implicitly addressed this issue, providing an applied model in this area has been neglected. Finally, it should be said that there is no doubt that the gap between the scientific and practical fields in the field of digital transformation in the country is large, therefore, this study attempted to present a model for digital transformation with an applied-developmental approach in the country's steel industry. The present study will answer this key question: what is the model of the drivers and consequences of digital transformation in the country's steel industry business ecosystem? Methodology This research is an applied-developmental research in terms of its purpose, which seeks to model the drivers and consequences of digital transformation in the country's steel industry business ecosystem. It is also considered a descriptive-survey research based on the data collection method. In order to achieve the research objective, a mixed exploratory research design (qualitative-quantitative) was used. The qualitative part's participant population includes management professors and managers of the country's steel industry. Theoretical saturation was achieved after 20 interviews using the theoretical sampling method. In the quantitative part, a sample of 140 managers and experts of the country's steel industry was selected using the Cohen power analysis method. The data collection tool was a semi-structured interview and a researcher-made questionnaire. The validity of the qualitative part was examined based on credibility, transferability, confirmability, and reliability, and the Holst coefficient was estimated to be 0.707 and Cohen's kappa was estimated to be 0.658, which is desirable. The questionnaire was validated by estimating the content validity ratio, convergent validity, and divergent validity. Also, Cronbach's alpha, coefficient of resiliency, and composite reliability of all constructs were estimated to be above 0.7. Thematic analysis method and Maxqda software were used for data analysis in the qualitative part. Structural-interpretive modeling method and MicMac software were used to identify the relationship between constructs. In the quantitative part, partial least squares method and Smart PLS software were used. Results and DiscussionIn the research findings section, the interviews were analyzed using qualitative thematic analysis based on the six-step Atread-Stirling method. In the open coding stage, 514 codes were identified, which were ultimately identified through axial coding as 4 overarching themes, 12 organizing themes, and 72 basic themes. ConclusionThe results showed that business ecosystem factors, management factors, hardware and software platforms are the driving factors that affect the digital transformation strategy. The digital transformation strategy also affects the digital transformation of the steel industry, and digital transformation in turn affects digital innovation and digital communications, and affects innovative performance, social performance, and marketing performance, and ultimately achieves financial performance.Key words: digital transformation, business ecosystem, steel industry of the country Iran.

Research Paper

Analyzing Managers' UnLearning in Skill Development in the Age of Digital Transformation

Neda Kavand; Yoseph Mohammadi Moghadam

Volume 13, Issue 52 , May 2025

https://doi.org/10.22054/ims.2025.78966.2454

Abstract

In today's fast-paced and changing world, all the evidence points to the centrality of the human role in overcoming problems, opening bottlenecks, creating advanced technology and producing various technologies. In this field, managers are the foundation stone of any organization, and the organization ... Read More In today's fast-paced and changing world, all the evidence points to the centrality of the human role in overcoming problems, opening bottlenecks, creating advanced technology and producing various technologies. In this field, managers are the foundation stone of any organization, and the organization can achieve capability and development if it is properly managed and has skilled managers. Therefore, in this article, an attempt has been made to examine the unlearning of managers in skill enhancement in the digital age. The present study is a mixed-method research, in which data were collected through semi-structured interviews with elites of the Tax Affairs Organization who were selected through a purposeful method. The validity of the interview was assessed through a formal and content judgment approach based on the opinions of 7 experts (who had experience working or collaborating with the Tax Affairs Organization and were familiar with academic and organizational issues in the field of tax affairs). And the reliability was calculated and confirmed by the percentage of agreement method between the two coders as 85 and 88 percent, respectively. Thematic analysis was used to analyze the data. Ultimately, 60 basic themes, 10 organizing themes, and 3 super themes were obtained. The validity of the results of the qualitative section was verified by using the Kendall correlation test and referring to experts in the field of qualitative studies, who were evaluated and approved in a targeted manner. The results showed that managers' skills, including technical, human, and perceptual skills, are significant at three levels: senior, middle, and operational managers. Also, three key factors in understanding digitalization (having a digital vision, critical thinking, and cognitive flexibility), Digital platforming (redefinition of tasks and responsibilities, adaptability and adaptability, digital literacy, digital mindset) And leading changes (social-emotional intelligence, networking, reflective thinking) are essential skills for managers to succeed in the digital journey of organizations. Keywords: Unlearning, skill-building, transformational, digital age, managers.. IntroductionOrganizations investing in digital transformation, They will prepare for the future scenarios and will be ready to overcome the challenges of the market(Li et al.,2023).There are many factors in the way of keeping up with the developments of the present age, among the main obstacles is the lack of required skills and experience(Jones et al.,2021).Therefore, organizations and its members must abandon beliefs, norms, values, procedures and routines and outdated knowledge to gain new knowledge in order to achieve success and survive in this changing and extremely chaotic environment, the lack of ability of organizations and their members in this matter,or in other words, unlearning, is the fundamental weakness of many organizations and their members. Organizational ability to unlearning allows organizations to adapt better and faster to new situations(Vătămănescu et al.,2020). Unlearning is an important step to strengthen learning and innovation for organizations and their members, but it is doubly important for managers. Because they influence organizational performance through the values, personalities, behaviors and strategic choices they make. Regarding the influence of managers in organizations, they must fundamentally change their skills along with the changes of the current era, which is referred to as the digital era. Managers have a central role in overcoming crises and effectively exploiting the opportunities facing organizations in the digital age.They identify opportunities and allocate resources, and evaluating the competitive landscape, creating a digital transformation roadmap and setting and developing digital transformation strategies will be the foundation and facilitator of the digital journey of organizations.In this regard, the specific needs of the organization's digital journey require abandoning outdated skills and new skills specific to managers.Therefore, the aim of the present study is to analyze the unlearning of managers in skill enhancement in the digital age.Literature ReviewUnlearning is the abandonment of a particular set of knowledge, values or behaviors stored in memory, which are no longer relevant or valuable.This process occurs when individuals and organizations become aware that they need to acquire new knowledge, values, or behaviors. Since organizations do not have mental activities and cannot learn on their own, it is the people within the organization who must carry out this process(Kmieciak,2020). Therefore, unlearning is a process that first occurs at the individual level and then spreads to the entire organization(Itacaramby Pardi metal,2023). Unlearning in the organization is the reorientation of organizational values, norms and behaviors by changing cognitive structures, mental models, dominant logic and central assumptions, which guide the behavior. It can improve skills, as it helps change old skills. Skill is the ability to effectively apply personal knowledge and experience and the continuous ability of a person to perform a task quickly and accurately. Management skills are of particular importance due to the key role of managers in ensuring the success and efficiency of an organization or team(Suryakant Chandekar,2023). Management skills are the tools through which managers put their favorite style, strategy and techniques into practice.Efficient managers have many skills, which allows them to effectively lead and direct their team towards achieving the set goals.MethodologyThe present study is a mixed-method study, and data was collected using semi-structured interviews with 15 managers of the Tax Affairs Organization who were selected using a purposive and snowball method. The interview questions were reviewed with a formal and content judgment approach based on the opinions of seven experts who had experience working or collaborating with the Tax Affairs Organization and were familiar with academic and organizational issues in the field of tax affairs, and were calculated to be 85 percent, which according to Chin (1998), is a very desirable value. Therefore, the validity of the instrument is supported (Moghadam, 2016). In order to examine the reliability of the interview protocol, the percentage of agreement method between the two coders was used. The reliability coefficient of the interview protocol in this study was 88 percent, which was approved by the researchers as a desirable reliability percentage. The collected data was then analyzed using thematic analysis. After conducting the qualitative stage and identifying the factors of unlearning in improving the skills of managers in the digital age, a research model was designed. Then, in the quantitative phase, the validity of the results of the qualitative section was evaluated using the Kendall correlation test. Therefore, a questionnaire was designed based on the results of the qualitative section and the Likert scale. In order to assess the validity of the questionnaire, the opinions of 7 experts were used, and after making the necessary corrections, its validity was confirmed. The reliability of the questionnaire was also examined based on Cronbach's alpha, and all questions obtained values above 0.7, confirming the reliability of the questionnaire. Next, a panel of experts in the qualitative field, who were selected through purposive sampling to conduct interviews, was formed and the designed questionnaire was provided to them. Then, the data obtained from collecting questionnaires were analyzed in three rounds using the Kendall correlation test. Discussion and ConclusionThe purpose of this study is to analyze managers' unlearning in skill enhancement in the digital era.For this purpose, a semi-structured interview was conducted with experts. And the data were analyzed using the theme analysis method,which obtained 60 basic themes,10organizing themes and3advanced themes.The results showed that according to Katz's(1955) classification, managers' skills include technical, human and perceptive skills, which are significant in response to digital transformation at the three levels of senior, middle and operational managers. Based on the results, all three types of management skills are necessary for managers at every level, but the depth and need of managers for some skills is more than other managers at other levels. The traditional skills of managers in environments that are changing rapidly, It can add complexity and be misleading. Path dependence mechanisms should be challenged by unlearning managers' skills, because they inhibit managers' innovative and creative abilities. Therefore, based on the data, basic measures are taken to unlearn the skills of managers with the aim of increasing their skills in the digital era, which is a response to the changes and instabilities of this era, can be categorized into three key actions:"Understanding digitalization","Digitalization platform"and"Leading change".Digital infrastructure refers to formal organizational structures, processes and resources, which are created to enable digital transformation. The data shows, managers provide a formal basis for digitalization by creating a digital mindset, acquiring digital literacy and re-engineering tasks and processes.Based on the data, critical thinking, cognitive flexibility and having a digital perspective are skills, which provides the possibility for managers to develop targeted actions and responses and prepare the organization for the challenges created by digital transformation.Knowledgeable and successful managers must overcome challenges by adopting strategic and general solutions.This requires progressive changes in management skills so that managers can facilitate the organization's digital journey.Based on the data, the leading changes include skills such as reflective thinking, social-emotional intelligence, and networking.

Research Paper Management approaches in the field of smart

Predicting the Lead time of auto parts orders in the supply chain using machine learning

Faezeh Zamani; Ahmad Ebrahimi; Roya Soltani; Babak Farhang Moghaddam

Volume 13, Issue 52 , May 2025

https://doi.org/10.22054/ims.2025.80935.2491

Abstract

This research aims to investigate the effective factors in predicting lead time (LT) and create a predictive model of LT to improve sustainability and resilience for Kanban orders in the lean supply chain (LSC). The study follows the data mining (DM) method, and the dataset includes 103023 observations ... Read More

Research Paper Data, information and knowledge management in the field of smart business

Designing a framework for the development of data-driven creative destruction

bahman khodapanah; Seyyed Ali Hosseini; Mojtaba Babaeihezejan

Volume 13, Issue 52 , May 2025

https://doi.org/10.22054/ims.2025.81973.2521

Abstract

خاستگاه تغییرات فناورانه مدرن، زمینه را برای درک تحولات فناورانه، بررسی تاثیر فناوری‌های دیجیتال جدید، و بررسی پدیده اختلال دیجیتال در صنایع و مشاغل فراهم می‌کند. ... Read More خاستگاه تغییرات فناورانه مدرن، زمینه را برای درک تحولات فناورانه، بررسی تاثیر فناوری‌های دیجیتال جدید، و بررسی پدیده اختلال دیجیتال در صنایع و مشاغل فراهم می‌کند. آنچه قابل توجه است نقش داده‌ها در تحولات فناورانه و در نتیجه تخریب خلاقی است که تحول دیجیتال و مدل‌ها و استراتژی‌های کسب‌وکار جدید، نوآوری و قابلیت‌ها در سطوح جهانی، ملی، شرکتی و محلی را در منجر می‌شود. هدف اصلی پژوهش حاضر طراحی چارچوبی برای توسعه تخریب خلاق داده محور است. روش تحقیق، به‌صورت کیفی با رویکرد داده‌بنیاد و نظریه اشتراوس و کوربین و رهیافت نظام مند انجام گرفت؛ جامعه آماری تحقیق شامل کسانی که دانش نظری در رابطه با تئوری های کارآفرینی به ویژه تخریب خلاق و کسانی که تجربه کافی در حوزه کسب و کارهای داده محور داشته باشند. برای تحلیل داده‌های کیفی، مراحل کدگذاری باز، محوری و انتخابی را طی کرده و در نهایت الگوی پارادایمی گراندد تئوری در بر دارنده 5 بعد اصلی و 21 بعد فرعی شامل عوامل علی(فناوری، شخصییتی و رفتاری، چارچوب نهادی) عوامل زمینه ساز(داده‌های رفتاری،داده‌های متنی، داده‌های روانشناختی، اطلاعات دموگرافیک، داده‌های جغرافیایی، میل به تخریب)، عوامل مداخله گر(فناوری سازمانی، درجه‌ای که ارزش جدید خلق می‌شود، اثربخشی و مدیریت هزینه)، راهبردها(راهبرد توسعه خلاقیت، راهبرد مبتنی بر ساختار، راهبرد بازتعریف مدل کسب و کار، راهبرد حس کردن و شکل دادن، راهبرد شناسایی و توقیف، راهبرد تغییر شکل و پیکربندی مجدد) و پیامدها( فناورانه، اجتماعی- اقتصادی) شکل گرفت.

Research Paper Management approaches in the field of smart

A Novel Method for Recommending Data Plans by Mobile Operators to Maximize Financial Efficiency

seyed Mohsen Safavi koohsareh; seyed amin hosseini sano; Amirhossein Mohajerzadeh

Volume 13, Issue 52 , May 2025

https://doi.org/10.22054/ims.2025.81514.2508

Abstract

The primary objective of mobile network operators is arguably to maximize their efficiency. Beyond operational and investment costs, maximizing the utilization of available resources can help them achieve this goal. To this end, operators offer discounted data plans during off-peak hours to encourage ... Read More

Research Paper Data, information and knowledge management in the field of smart business

A Model to Reduce Customer Churn Using Artificial Intelligence-Based Customer Relationship Management in the Insurance Industry

Maral Shadpour; Kambiz Shahroodi; , Narges Delafrooz

Volume 13, Issue 52 , May 2025

https://doi.org/10.22054/ims.2025.81499.2507

Abstract

In terms of the purpose of this study, it is an applied-developmental study that seeks to provide a model for reducing customer churn using artificial intelligence-based insurance industry. From the point of view of the data collection method, . To achieve the goal, a mixed exploratory research design ... Read More

Research Paper Management approaches in the field of smart

Changing the Business Model of Startups through a Business Model Theme-Based Approach

Mohammad Taghi Taghavifard; Payam Hanafizadeh; Saeedeh Mehri; Iman Raeesi Vanani

Volume 13, Issue 52 , May 2025

https://doi.org/10.22054/ims.2025.83760.2562

Abstract

AbstractBusiness model change in startups is essential for adapting to evolving market demands and increasing competitiveness, playing a critical role in their success. However, most research related to business model change has mainly focused on established firms. To address this research gap, the present ... Read More AbstractBusiness model change in startups is essential for adapting to evolving market demands and increasing competitiveness, playing a critical role in their success. However, most research related to business model change has mainly focused on established firms. To address this research gap, the present study provides a framework that contributes to understanding the role of design themes in startup business model changes. In this study, a systematic literature review was used to analyze theoretical foundations and prior researches. After defining the research question, designing a search strategy, and applying screening criteria, 95 articles published between 2000 and 2024 were reviewed. In the first stage, a conceptual model was developed to analyze the dimensions of business model change by reviewing theoretical foundations and prior researches. This model was then refined through inductive-deductive thematic analysis, using evidence from empirical articles and case studies. The identified themes—novelty, efficiency, lock-in, complementarity, and adaptability—were examined across four main dimensions of business model change: content, structure, governance, and stream. The findings showed these themes interact synergistically and contribute to competitive advantage and business sustainability. The research results suggest that these five overarching themes provide a suitable framework for understanding and managing business model change in startups.IntroductionIn recent years, the topic of entrepreneurship and startups has attracted significant attention and has emerged as a key driver of economic growth. The business model of startups plays a fundamental role in this process, serving as a mechanism for exploiting entrepreneurial opportunities and creating value (Amit & Zott, 2001; George & Bock, 2011; Guo et al., 2020). However, one of the key characteristics of the startup and entrepreneurial environment is high uncertainty, which static business models are unable to effectively adress (Demil & Lecocq, 2010). Accordingly, the main objective of this research is to develop a framework for changing the business models of digital startups and to offer practical insights for entrepreneurs. To explore the dynamics of startup business model change, this study addresses the following key research question:Research QuestionHow do startup business models evolve, and which business model themes drive this change?To answer this question, a conceptual framework was developed based on the business model structure proposed by Amit and Zott (2001) and the business model innovation framework proposed by Spieth and Schneider (2016). Literature ReviewThe existing literature on business model change follows two major approaches: the evolutionary approach and the theme-based approach (Guo et al., 2020).2.1. Evolutionary Approach to Business ModelsFrom an evolutionary approach, the business model of the startup changes and evolves in a dynamic manner through flexibility (Bock et al., 2012), experimentation (Andries et al., 2013), and trial-and-error learning (Chesbrough, 2010; Sosna et al., 2010). This approach draws upon methodologies such as the Lean Startup (Ries, 2011) and Customer Development (Blank, 2013), which suggest that business models evolve through iterative testing and customer feedback. Studies based on this approach show that incremental and continuous changes in business models require careful attention to the firm's internal resources and competencies, as explained by the resource-based view (RBV) and dynamic capabilities theory (Schneider & Spieth, 2013).2.2. Theme-Based Approach to Business ModelsThe theme-based approach focuses on using specific themes to structure business models and value creation. The four conventional themes are novelty, efficiency, lock-in, and complementarity (Amit & Zott, 2001, 2012; Kulins et al., 2016; Pati et al., 2018):Novelty: Refers to innovation in products or services or underlying resources and capabilities.Efficiency: Focuses on cost optimization and resource utilization.Lock-in: Helps strengthen long-term relationships with customers and partners.Complementarity: Enhances synergies among different value propositions.Recent studies (Zott & Amit, 2007; Ojala, 2016; Costa & Haftor, 2021) have demonstrated the effectiveness of this approach in fostering strategic entrepreneurship, allowing startups to integrate external opportunities with internal capabilities for sustained growth.2.3. Research Gap and Initial Conceptual ModelBusiness model change research has primarily focused on established firms (Achtenhagen et al., 2013; Bohnsack et al., 2014), while business model change in startups - a broadly defined type of organization with limited resources, high uncertainty, flexibility, and differences in value creation sources - has been less examined in the academic literature (Kesting & Günzel-Jensen, 2015; Guckenbiehl & Corral de Zubielqui, 2022). Amit and Zott (2001) recommend more research on the dynamics of business model themes, a gap reiterated by Randhawa et al. (2020). In this study, based on the business model structure by Amit and Zott (2001) and the stream dimension of Spieth and Schneider (2016), we analyze startup business model change themes across four dimensions: content, structure, governance, and stream. MethodologyThis study adopts an inductive–deductive approach and conducts a systematic literature review on startup business model change. The review process adhered to Tranfield et al.'s (2003) framework: planning the review; conducting the review; analyzing the findings. The articles included in the literature review were from articles published between 2000–2024 and they were retrieved from the Scopus and Web of Science databases. Initial output of 197 articles were ultimately reduced to 95 articles for in-depth review after duplicates and irrelevant articles were removed. To identify core concepts and themes related to business model change, the data were coded and analyzed using ATLAS.ti software.ResultsThematic analysis using the theme network tool led to the identification of five primary themes: novelty, efficiency, lock-in, complementarity, and adaptability. Each of these themes represents business model change in four dimensions: content, structure, governance, and stream (see Table 1) Table 1Final Framework of Startup Business Model Change Based on Business Model Design ThemesDimensions NoveltyEfficiencyLock-InComplementarityAdaptabilityContent Products, services, information, or value propositionsüüüüüResources and assetsüü üüCapabilities and competenciesü üüStructure Customer segments and their relationsü üParticipants and their relationsü üüCommunication mechanismsüüüüüGovernance Controllersü ü Formal and legal structure üIncentivesü ü Stream Revenue streamsü üüCost structuresüü üInvestment structuresü ü DiscussionThe framework proposed in this study introduces an additional dimension—stream—which extends the three-dimensional concep outlined by Amit and Zott (2001): content, structure, and governance. Furthermore, the inclusion of adaptability, which is not present in Amit and Zott’s model, is a significant innovation. Supported by Sharma et al.'s (2016) model, this framework integrates adaptability into a unified business model design, addressing dynamic environments and emerging market challenges beyond operational management. ConclusionThis study offers two important contributions to the literature by providing a new conceptual framework for startup business model change (Table 1). First, in addition to the four conventional business model themes (novelty, efficiency, lock-in, complementarity), the adaptability theme is introduced to demonstrate the importance of adaptability in changing and evolving business models. Second, this study provides new insights into how business models change by adding the stream alongside the content, structure, and governance dimensions. Keywords: Startup, Business model change, Business model design themes

An Analysis of Political Coherence Cycle in Information and Communication Technology Governance System in Iran

Volume 4, Issue 16 , April 2016, , Pages 1-33

https://doi.org/10.22054/ims.2016.5147

Abstract

In all countries, entity or entities are responsible for the governance in the field of Information and Communication Technologies (ICT). In Iran, the governance of this area is the responsibility of several institutions which they must consider a set of elements and their relationships ... Read More

The Role of Social Media on Entrepreneurship Intention

Volume 8, Issue 29 , November 2019, , Pages 35-60

https://doi.org/10.22054/ims.2019.10375

Abstract

The present study seeks to evaluate the effect of social media on people's entrepreneurial intention. In this study, the components of entrepreneurial intention are derived from the Linan’s Entrepreneurial Intention Model. These components include attitudes towards entrepreneurial behaviors, ... Read More

Political Foundation of Decision-Making in Formation of Market-Oriented Strategic Collaboration between Start-ups

Volume 6, Issue 22 , May 2018, , Pages 23-47

https://doi.org/10.22054/ims.2018.8519

Abstract

Formation of strategic collaboration is process influenced by the political behavior because of the multiplicity of stakeholders and political action among them. This study aims to investigate the political foundation of decision making by focusing on the role of political skill and political ... Read More

The Impact of Information Technology Practice on Organizational Performance and Competitive Advantage

Volume 2, Issue 5 , June 2004, , Pages 1-17

Abstract

This research has been conducted with the purpose of employing information technology (IT) in organizations. To this end, the present research, titled “The Impact of Characteristics of Employing IT on the Organizational Performance and the Competitive Advantage in Organizations”, was done, ... Read More

The Presentation of a Pattern for Service Design and Development Process with a Competitiveness Approach in Iran Banking Industry

Volume 9, Issue 36 , August 2021, , Pages 71-113

https://doi.org/10.22054/ims.2021.55911.1832

Abstract

The main purpose of the study is to explore the important issues and their relations to present a pattern for design and development process of financial services with a competitiveness approach in Iran banking industry. The study applies mixed method as its methodology. The qualitative section approach ... Read More

Research Paper

The Effect of Knowledge Management on Startup Performance with Emphasis on Strategic Flexibility and Digital Innovation

Mohammad Faryabi; Samad Rahimiaghdam; Zahra Ranjbar Areshtanab; Zahra Ghorbanimoaddab

Articles in Press, Accepted Manuscript, Available Online from 08 April 2025

https://doi.org/10.22054/ims.2025.82721.2541

Abstract

In today's complex and competitive world, startups need strong and up-to-date knowledge management to identify opportunities and create innovation. In this regard, knowledge management can help startups create effective innovations by utilizing accurate information and using it in a timely manner and ... Read More

Research Paper

A model for social gamification in business development

Mohammadreza Saadi; Mohammad Bashokouh; Golsum Akbariarbatan

Articles in Press, Accepted Manuscript, Available Online from 15 April 2025

https://doi.org/10.22054/ims.2025.83227.2546

Abstract

Objective: Social gamification has been widely used in various industries to increase user engagement and change the rules of engagement in business management. Designing social gamification can help shape user behavior to some extent and increase the level of business performance. Considering the role ... Read More

Research Paper

A Model for Implementing Digital Transformation in Iranian Non-State Commercial Banks

Hadi Taghavi; Mohammad Mehraeen; Mehdi ShamiZanjani; Alireza Khorakian

Articles in Press, Accepted Manuscript, Available Online from 21 April 2025

https://doi.org/10.22054/ims.2025.83556.2551

Abstract

The digital transformation of the banking sector is essential for survival and competitiveness in the digital age. This study aims to explain the implementation model of digital transformation in Iranian non-governmental commercial banks. As a fundamental and qualitative study, it employs an exploratory ... Read More

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Volume 7 (2018)

Volume 6 (2017/18)

Volume 5 (2017)

Volume 4 (2015)

Volume 3 (2015)

Volume 1 (2012)

Volume 2 (1392)

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