https://bar.yazd.ac.ir/ Journal of Business Administration Researches en daily 1 Wed, 21 Jan 2026 00:00:00 +0330 Wed, 21 Jan 2026 00:00:00 +0330 https://bar.yazd.ac.ir/article_4063.html EXTENDED ABSTRACT Introduction: The expansion of the use of digital technologies, including the Internet, networks, satellites and telecommunications, has led to rapid changes in the lives of human societies. These changes can be seen in various fields such as social relations, entertainment, education, business, etc. Benefits such as reducing costs, increasing the speed of doing things, universality, easy access, and its generality have led a large part of people to use this technology in a way that there are fewer professionals today. that does not use these technologies. Moving towards the world of digital technology and its application has led to the emergence of a branch of marketing called digital marketing. Digital marketing means achieving marketing goals using digital technologies, in other words, all the activities that are carried out in the field of marketing are somehow done in the virtual space with the help of digital technologies. Basically, human societies consist of people who share a value system and interpersonal trust. The main driver for the formation of societies in the 20th century was mostly based on the needs and interests of individuals; Not that it is based solely on geographical locations and family relationships. Information and communication technology strengthened the role of needs and interests, and the comprehensive expansion and presence of the Internet in most places caused the emergence of the phenomenon of virtual communities. In some cases, the shared interest in a brand is so strong that communities are created unconsciously and without the involvement of the company. It seems that virtual communities, together with other phenomena such as globalization, have created new challenges and opportunities for brands and products, because these challenges and opportunities are the ability of companies to succeed. In the current economic conditions, it increases and enables them to create their product portfolio based on social value. In this sense, the feeling of conversations of current and future consumers in virtual communities will have a strong relationship with the brand's reputation and position. If companies are supported in these communities, they can improve the efficiency of their processes in developing new products, especially in the phase of introducing new ideas or testing new products or services. Online brand communities, with their unique communication and interactive capabilities, guarantee organizations to increase brand awareness, increase trust, create positive word-of-mouth communication, and increase customer loyalty to the brand. and gain competitive advantages when marketing their products. The traditional value creation theory believes that the company is the only creator of value, while customers only consume value and depict a completely passive market. Considered customers as one of the value creators and clearly placed customers as important as the company. Value co-creation is defined as cooperation between a provider company and customers to create shared valueMethodology: In the future research, the statistical community will be the customers of J Plus company. Considering the unlimitedness of the statistical population, the sample size is calculated from Morgan's table to be 384 people. In order to collect data, it was done using the available sampling method and distributing the questionnaire virtually using the social network Insta. The process of collecting the questionnaire was done in several stages and finally the desired number of 384 people was obtained as a sample. The data collection tool in this research is a questionnaire to measure the validity, convergent validity and divergent validity were used through the software, and Cronbach's alpha and composite reliability were used to fit the reliability. In the current research, Cronbach's alpha method was used in the SPSS software environment to determine the reliability of the questionnaire.Discussion and Results: The results of the research showed that mental factors, environmental factors and brand factors have an effect on customers' willingness to participate in value co-creation in virtual brand communities. Also, customers' willingness to participate in value co-creation in virtual brand communities has an effect on customer citizenship behavior, intention to continue membership in virtual communities, and consumer-based brand equity.Conclusion: Considering the role of mental factors in value co-creation, it is suggested that company marketing managers in virtual communities ask questions to users and encourage them to talk specifically about the brand and their consumer experience. Holding a campaign, competition, identifying people with high self-efficacy and giving them prizes or special offers can help in this matter. Companies should carefully identify such types of existing customers, create self-efficacy indicators, distinguish customers with a strong sense of self-efficacy, and encourage them to engage with their strengths. It is suggested that companies use appropriate strategies to strengthen the brand's position in the minds of consumers, such as expanding and multiplying stories about the brand, holding meetings and meetings to strengthen its values, creating a favorable mental image of the communities, and increasing their willingness to participate. Help in co-creation. Also, through marketing researches, managers of recovery can find out about the opinions and level of satisfaction of consumers and try to overcome their weaknesses and meet the expectations of customers in order to increase the probability of them joining the brand's virtual communities. It is suggested that in line with the brand's virtual community's commitment to interactions, marketing managers should carefully review the opinions sent by users and provide appropriate and timely feedback when necessary to maintain two-way communication. Even in this regard, it is suggested that the company hires forces that, at the same time as the user registers a comment, a quick response is made immediately to give the consumer the feeling of an online conversation. Also, by providing infrastructure such as options for expressing criticisms and suggestions, they will be aware of the opinions of consumers and take advantage of complaints, suggestions and criticisms in order to improve functions and activities. https://bar.yazd.ac.ir/article_4064.html EXTENDED ABSTRACT Introduction: In today's competitive world, organizations and industries, particularly in complex areas such as marketing and supply chain, are constantly seeking to improve performance and product innovation. Product innovation is recognized as one of the key factors in the success and competitiveness of organizations, as it can meet market needs and create a competitive advantage (Tidd, 2023). Furthermore, marketing and supply chain are considered two main pillars in business processes, playing a significant role in achieving these innovations (Zimmermann et al., 2016). Given the importance of these topics, numerous studies have been conducted in these areas, demonstrating that proper alignment and coordination between marketing systems and supply chains can have a significant impact on product innovation performance (Salam& Bajaba, 2023). Intelligent Quality is presented as a moderating factor in these processes. In other words, the quality of information and business intelligence can facilitate optimal decision-making in marketing and supply chain management, thereby enhancing product innovation performance (Khan et al.,2024,). This study aims to examine these relationships and the moderating role of smart quality between marketing systems, supply chain, and product innovation performance. According to previous research, many organizations, in their pursuit of creating integration between marketing and supply chain, aim to achieve strategic alignment to improve their product innovation performance (Arora et al., 2016). In this context, previous studies have shown that the success of managing product innovation is largely dependent on the quality of data and the decisions made based on it. Additionally, the supply chain is considered not only as an operational process but also as a strategy that influences innovation. The main objective of this research is to examine the relationship between marketing systems and supply chains with product innovation performance, and to analyze the role of smart quality as a moderating factor in these relationships.Methodology: The methodology of this research is applied, descriptive, and correlational in nature.  Data was collected using a survey method, specifically through questionnaires distributed to 376 managers and experts in the automotive parts industry. The questionnaire utilized a Likert scale and was validated through expert reviews to ensure its appropriateness. For data analysis, Structural Equation Modeling (SEM) was used with the help of SmartPLS software to test the proposed hypotheses and evaluate the relationships between variables.Discussion and Results: The results of this research reveal significant findings regarding the relationships between marketing system coordination, supply chain coordination, and product innovation performance, with the moderating effect of smart quality. In line with previous studies, this research confirms that alignment and integration between marketing and supply chain processes have a substantial impact on innovation outcomes (Seo et al., 20114). Specifically, the analysis demonstrates a strong positive relationship between marketing system coordination and product innovation performance, supporting the notion that a cohesive marketing strategy can directly drive the development and success of innovative products (De Luca et al.,2007). Moreover, the results highlight the critical role of supply chain coordination in enhancing product innovation performance. This finding is consistent with research by Lau et al (2008), who emphasize that efficient supply chain management is crucial for the timely delivery of innovative products. By integrating marketing and supply chain functions, firms can ensure the alignment of production, distribution, and customer needs, which ultimately leads to more successful product innovations. The moderating role of smart quality emerged as a key insight in this study. Intelligent Quality, in the form of data-driven decision-making and effective use of information, was found to enhance the relationship between both marketing and supply chain coordination and product innovation performance. This aligns with the work of Mushore (2017), who argue that businesses that leverage analytics and business intelligence can achieve superior performance outcomes. In this research, smart quality acted as a facilitator that amplified the effects of coordination, demonstrating that high-quality information is essential for informed decision-making and effective execution of innovation strategies. Additionally, the analysis confirmed the hypothesis that smart quality not only moderates the relationship between marketing and innovation but also plays a significant role in the interaction between supply chain coordination and innovation performance. This reinforces the idea that modern supply chains require not only operational efficiency but also the ability to adapt to changes in market demand and innovation (Ju et al., 2016). As organizations increasingly rely on data and analytics, the role of smart quality in driving innovation becomes even more crucial (Mushore, 2017). In conclusion, the results of this research support the theoretical framework and hypotheses, confirming that effective coordination between marketing and supply chain, enhanced by smart quality, can significantly improve product innovation performance. This study contributes to the growing body of literature that links organizational coordination, smart quality, and innovation, providing valuable insights for managers and decision-makers in industries striving to improve innovative outcomes.Conclusion: This research highlights the significant impact of marketing system coordination and supply chain integration on product innovation performance, with a key focus on the moderating role of smart quality. The findings confirm that cohesive marketing strategies directly enhance innovation, while effective supply chain coordination ensures timely, cost-effective delivery of innovative products. For industries like automotive parts, characterized by rapid technological changes, this research underscores the importance of aligning marketing and supply chain functions, as well as leveraging smart quality for informed decision-making. Managers are encouraged to focus on these areas to optimize innovation and maintain a competitive advantage. https://bar.yazd.ac.ir/article_4065.html EXTENDED ABSTRACT   Introduction: Global economic and environmental transformations have introduced new approaches to sustainable development, among which the circular economy stands out as one of the most significant. The circular economy has emerged as a key strategy to minimize environmental impacts and enhance economic efficiency by focusing on resource consumption reduction, recycling, and product lifecycle optimization. It has developed into a new paradigm in both developed and developing countries, assisting organizations and companies in navigating environments characterized by rapid changes. This study, using the Scenario Wizard method, seeks to explore the future of the circular economy in Iran under the influence of digital technologies. Scenario analysis was employed to identify the key factors affecting this domain, and based on the Cross-Impact Matrix (MICMAC), critical components were determined. Subsequently, utilizing the Scenario Wizard algorithm, several plausible scenarios for the future of the circular economy in Iran were developed. Methodology: This research is descriptive-exploratory and was conducted through a mixed-methods (quantitative-qualitative) approach. In the first phase, content analysis and expert interviews were used to identify indicators and components. In the next stage, using MICMAC and Scenario Wizard software, 729 different combinations of variables were analyzed. After eliminating incompatible scenarios, seven final scenarios were formulated. These scenarios were categorized into four main quadrants of the scenario dispersion analysis based on their level of consistency and impact. Discussion and Results: The findings indicate that Scenario 1 represents the most desirable future configuration, depicting a context in which an “aware society” interacts synergistically with a “smart government” to facilitate the advancement of a circular economy. In contrast, Scenarios 3 and 4 function as warning scenarios, suggesting that neglecting critical domains such as employment and innovation may redirect the trajectory of the circular economy toward structural stagnation or even systemic crisis. Structural analysis was conducted using MICMAC, while scenario development was performed through Scenario Wizard. The analytical output illustrates the interaction patterns among key variables and the spectrum of plausible future scenarios. Results from the cross-impact analysis reveal a relatively high level of interdependency among the selected variables. Specifically, 131 relationships were assigned a value of zero (indicating no influence), 120 relationships reflected weak influence (1), 66 indicated moderately strong influence (2), and 44 demonstrated strong influence (3). Overall, 230 relationships were non-zero, and the matrix fill rate was calculated at 63.71%, indicating substantial structural interconnectedness and systemic complexity. Considering three possible states for each of the six principal criteria, a total of 729 theoretical scenarios could be generated. However, a significant proportion of these scenarios lacked logical coherence or internal consistency and were therefore excluded from further analysis. Consequently, during the scenario refinement phase, a maximum inconsistency threshold of –1 was applied in the software to retain only those scenarios that were relatively coherent, analytically robust, and realistically plausible. Conclusion: The results of the third stage presented a multidimensional picture of the future of the circular economy marketing approach based on digital technologies. Some scenarios showed that if innovation is effectively supported, institutional coordination and investment in public culture are implemented, a transformative future will be formed in which sustainable and competitive marketing will be presented as a key advantage in Iran. In contrast, pessimistic scenarios warn that neglect of culture, weak systemic governance and stagnation of innovation could lead to a critical future, a future in which consumer trust decreases, elites migrate and economic capacities are destroyed. Qualitative analysis of the final scenarios shows that the realization of the digital circular economy does not depend solely on technological advances. It also requires fundamental changes in policymaking, cultural development, education and transformations in marketing and business structures. From this perspective, the future will emerge not simply through technological trends, but through complex interactions between different stakeholders, demonstrating that the future of circular economy marketing in Iran is not a predetermined path, but rather an arena of strategic choices and decisions, choices that, if properly guided, can place Iran in a position of competitive transformation, and if neglected, will lead the country towards crisis and structural inefficiency.   https://bar.yazd.ac.ir/article_4068.html Extended Abstract Introduction: In the current era of accelerated digital transformation, heightened customer expectations, and intense global competition, small and medium-sized enterprises (SMEs) face increasing pressure to adapt, innovate, and co-create value collaboratively with diverse stakeholders. The concept of value co-creation, emerging from service-dominant logic (Vargo & Lusch, 2004), emphasizes interactive and participatory engagement between firms and their customers, employees, and partners. Unlike traditional models of unidirectional value delivery, co-creation involves mutual contribution to the value generation process, thereby fostering innovation, personalization, and shared ownership. Yet, the realization of co-creation potential in SMEs—particularly in volatile, uncertain, complex, and ambiguous (VUCA) contexts—requires more than operational strategies; it demands psychological and organizational capabilities that enable adaptability and resilience. Despite the growing body of research on value co-creation, the role of underlying psychological constructs such as organizational mindset remains underexplored, especially within resource-constrained environments like SMEs. A critical question emerges: how can SMEs, often limited in technological sophistication and financial capital, leverage intangible assets such as a growth-oriented mindset to facilitate sustained co-creation of value? Moreover, what organizational mechanisms mediate the relationship between psychological orientations and externally visible value outcomes?Purpose of the Study: This study aims to investigate the influence of growth mindset—defined as the belief in the malleability of abilities through effort and learning—on value co-creation among SMEs, with particular focus on the mediating roles of digital resilience and collaborative innovation. Drawing upon implicit theory of intelligence (Dweck, 2000), organizational resilience theory, and collaborative innovation theory (Rachmad, 2022), the research proposes a structural model that integrates psychological, technological, and network-based enablers of value co-creation.The proposed model conceptualizes growth mindset as a foundational psychological resource that fosters adaptive behaviors, learning orientation, and openness to collaboration. Digital resilience is framed as the capacity to withstand and recover from digital disruptions, encompassing both technical preparedness and cultural readiness. Collaborative innovation reflects the degree to which an organization co-develops ideas, processes, and solutions with internal and external actors. Together, these constructs are theorized to mediate the pathway from mindset to value co-creation.Methodology:This is an applied, quantitative, and correlational research utilizing a cross-sectional survey design. The statistical population comprised senior and middle-level managers in SMEs located in Tehran Province who had implemented at least one digital process in their organizational operations (e.g., CRM, ERP, automated customer interfaces). A purposive sampling strategy was employed, and 110 valid responses were obtained using a researcher-designed 20-item questionnaire. Psychometric validation was conducted through expert panel assessment (content validity ratio) and pilot testing (Cronbach’s α > 0.7). Due to the non-normality of data (confirmed via Kolmogorov-Smirnov test), analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS.Measurement validity was assessed through Confirmatory Factor Analysis (CFA), average variance extracted (AVE), composite reliability (CR), and discriminant validity (HTMT). Model fit was evaluated using SRMR and NFI indices. The structural model included seven hypotheses testing both direct and indirect relationships between growth mindset, mediators, and value co-creation.Discussion and Results: All hypothesized relationships were empirically supported. The results demonstrate:Growth mindset has a significant positive effect on digital resilience (β = 0.766, t = 19.612, p < 0.001).Growth mindset significantly enhances collaborative innovation (β = 0.741, t = 17.580, p < 0.001).Digital resilience positively influences value co-creation (β = 0.192, t = 2.357, p < 0.05).Collaborative innovation exerts the strongest direct effect on value co-creation (β = 0.268, t = 3.149, p < 0.01).Growth mindset directly contributes to value co-creation (β = 0.471, t = 12.084, p < 0.001).Mediation analysis (bootstrapping with 5,000 resamples) confirmed that both digital resilience (indirect effect = 0.147, p < 0.05) and collaborative innovation (indirect effect = 0.199, p < 0.01) partially mediate the relationship between growth mindset and value co-creationConclusion: The findings underscore the multifaceted role of growth mindset as a psychological enabler that catalyzes both internal transformation (e.g., digital agility) and external relational capabilities (e.g., open innovation). In environments where SMEs struggle with resource constraints and digital volatility, growth mindset serves as a low-cost, high-impact asset that can be embedded into organizational culture to enhance adaptability, learning, and co-creation dynamics.Notably, collaborative innovation emerged as a more potent mediator than digital resilience, suggesting that social and cognitive openness may play a more pivotal role in value co-creation than technical infrastructure alone. This aligns with theories positing innovation as a distributed, collective process that thrives on shared meaning and diverse contributions. https://bar.yazd.ac.ir/article_4069.html EXTENDED ABSTRACT Introduction: In today's competitive era, in the new era marketing space, there is a diverse set of products, brands, and messages that make it difficult for consumers to choose the best option and narrow the field for marketers to compete. Therefore, considering the intense competition in the market, understanding the needs and desires of customers and also predicting their behavior can be one of the effective factors in the success or failure of businesses. Consumer perceptions are much more complex and influenced by a variety of factors that were not present in the past. With the advancement of technology and the Internet, consumers have access to more information and can use multiple sources to research and compare different products and services. This has led to consumer perceptions of products and services being heavily influenced by digital experiences and online information. Consumer perceptions of purchase intention refer to a set of processes, decisions, and emotions that a consumer experiences when deciding to purchase a product or service. These perceptions can be influenced by a variety of factors, including past experiences, product knowledge, personal needs and expectations, social and cultural influences, as well as advertising and other influences. Therefore, this study examined the effect of consumer perceptions on purchase intention with the mediating role of consumer attitude and trust.Methodology: This research is considered to be a descriptive research in terms of its purpose and data collection method, and is a field study in terms of its relationship between research variables, and is of the correlation type. The statistical population of this research includes all customers of Digikala Company (B2C). Given that the statistical population of the research is unlimited and according to the Morgan table, the sample size of 384 people was selected using the available sampling method. The measurement tool of the present research is a standard questionnaire. The final questionnaire after the necessary changes includes 27 questions. A five-point Likert scale from strongly disagree to strongly agree was used to evaluate the research questionnaire. To determine the validity, the questionnaire was provided to experts and their opinions were sought, and finally, with their approval, the validity of the questionnaire was confirmed. Cronbach's alpha test was used to measure the reliability of the questionnaire. The reliability value was calculated separately for all variables, and for all variables, the reliability value was above 0.7, according to both Cronbach's alpha and composite reliability coefficient criteria, which indicates the appropriate reliability of the instrument in this study. SPSS and PLS software were used to analyze the data.Discussion and Results: The results of this research showed that consumer perceptions have a significant effect on purchase intention with the mediating role of consumer attitude and consumer trust. The dimensions of consumer perceptions (perceived convenience, consumption risk, and consumers' mental symbol) have a significant effect on consumer trust and attitude. However, perceived value did not have a significant effect on consumer trust, and this hypothesis was rejected. Customer service quality has a significant effect on consumer trust. But the hypothesis of customer service quality did not have a significant effect on consumer attitude and was rejected. Also, consumer trust and consumer attitude have a significant effect on purchase intention. On the other hand, consumer attitude mediates the relationship between dimensions of consumer perceptions (perceived convenience, perceived value, consumption risk, consumers' mental image) and consumers' purchase intention. But consumer attitude does not mediate the relationship between customer service quality and purchase intention and was rejected. Consumer trust mediates the relationship between dimensions of consumer perceptions (perceived convenience, customer service quality, consumption risk, consumers' mental image) and purchase intention, but consumer trust does not mediate the relationship between perceived value and consumers' purchase intention and this hypothesis was rejected.Conclusion: The findings of this study highlight the critical synergy between consumer perceptions on purchase intention with the mediating role of attitude and trust in shaping consumer behavior in the digital age. Understanding consumer perceptions plays a unique yet complementary role in creating meaningful consumer engagement. Therefore, it is suggested to sales managers that using techniques such as countdowns for discounts or time limits for special offers can create a sense of urgency and encourage customers to buy, and using targeted online and offline advertising to reach specific groups of audiences who are more likely to buy, and finally creating loyalty programs that encourage customers to make repeated purchases and provide rewards for them, these factors will increase consumer trust. It is also suggested that price guarantees be implemented on websites. If a customer sees that the product he has purchased has been offered at a lower price within a certain period, he can receive the price difference. Also, providing complete information about the features, price, terms of use and other details of the product helps customers make better decisions, and finally providing discounts or special offers for the first purchase can be an incentive for customers to reduce the risk of buying. https://bar.yazd.ac.ir/article_4070.html Extended Abstract Introduction: Although branding was initially introduced in the sector of consumer goods, today the necessity of branding in service and industrial markets has also been accepted. Research and experience have shown that branding is also applicable to commodity products (goods and services that are considered the same by the vast majority of buyers, despite having more or less objective distinguishing features) and when executed strategically, the brand can act as a sustainable competitive advantage for companies producing commodity products and be one of the most important purchasing criteria for buyers of these types of products. The cement industry, as a producer of a commodity product, with a history of about 80 years in Iran, plays a fundamental role in the shaping development of the country's economic infrastructure as one of the core industries. Today, several factors such as excess supply over demand, cement supply through the commodity exchange, payment of transportation subsidies by some major competitors, compliance with mandatory production standards by all producers, and the existence of several cement producers in a limited geographical area in some provinces such as Fars, Bushehr, Isfahan, have intensified the competition between cement producers to take over market share and especially sales to high-consumption cement industries such as ready-mix concrete production centers, precast concrete parts, beams and blocks, etc. In the meantime, producers can outperform their competitors who know the preferences of customers in purchasing decisions and are better able to respond to them. Studies related to branding and factors affecting brand choice in the cement industry in the Iranian market are very limited. The present study aims to fill this research gap by seeking to answer these questions: What criteria are influential in choosing a cement brand by major buyers of this product in the Iranian market? What is the order of importance of these criteria? And does the importance of these criteria differ across different buyer groups?Methodology: The present study is an applied, descriptive, cross-sectional investigation conducted to identify the criteria influencing cement brand selection across various sectors of the cement-based industries in Fars Province. The statistical population of the study is the bulk customers of cement-producing companies in Fars Province, which were categorized into five main groups (Mass Housing Developers, Infrastructure and Civil Engineering Contractors, Cement Distributors, Ready-Mix Concrete and Precast Concrete Manufacturers, and Municipal Civil Works Departments). Sampling was conducted using a quota-based and convenience approach, resulting in a sample of 142 companies and organizations. The data collection tool is a questionnaire, the reliability of which was confirmed using Cronbach's alpha, and was completed by decision-makers in the companies and organizations under study. Given the non-normality of the data, nonparametric binomial, Friedman, and Kruskal-Wallis tests were used for analysis.Discussion and Results: Based on the analysis of 16 criteria extracted from the research literature, the influence of three brand-related factors—namely advertising, information provision, and social responsibility—on the purchase decisions of the studied sample was not confirmed. Among the remaining 13 criteria that did show a significant impact, the findings revealed that reasonable pricing, discount offerings, and product quality are the three most influential factors, respectively, with a notable margin compared to other criteria. In contrast, customer service and the diversity of cement product types were identified as the least influential factors in bulk cement purchasing decisions. However, when examining different market segments, the relative importance of these criteria varies. For instance, while price ranks as the most critical factor in four of the five market segments, it is considered secondary to product quality in the Municipal Civil Works Departments. Similarly, in the Ready-Mix Concrete Plants and Precast Concrete Manufacturers segments, price, discounts, product quality, and the setting and durability of cement are equally prioritized, all occupying the top position. Notably, in other market segments, the setting and durability of cement rank between fifth and eighth in importance.Conclusion: The variation in brand selection criteria across different market segments underscores the necessity for cement manufacturers to adopt a segment-specific approach to branding. Even within a single market segment, buyers may exhibit diverse expectations depending on the intended use of the product. The findings of this study reveal a distinct divergence in brand selection priorities between the Cement Distributors segment and other market segments. While distributors and wholesalers tend to prioritize more superficial attributes—such as price, discounts, packaging, and product color—cement quality ranks only sixth in importance. In contrast, in segments where buyers are direct users of cement and its quality directly affects the performance of their final product or service, quality consistently ranks among the top three selection criteria. Understanding the factors that shape consumer preferences is essential for marketers aiming to formulate effective strategies and gain a competitive edge. Although bulk cement buyers may appear to share a common need—namely, the purchase of cement—the study demonstrates that these buyers are not homogeneous. The benefits sought by customers in each segment differ significantly from those in other segments. In reality, very few products or services can meet the needs of all customers within a market. Therefore, successful branding in such a diverse landscape requires a nuanced understanding of segment-specific preferences and a tailored response to these differences. https://bar.yazd.ac.ir/article_4071.html EXTENDED ABSTRACT Introduction: Export serves as a driving force for economic growth in every country and requires a thorough analysis of complex structures and multivariate interactions. Despite numerous studies on factors influencing exports, no research to date has developed, using key export determinants in a target market and considering changing environmental conditions, a system dynamics-based model for export market development; nor has such research formulated scenarios to achieve export targets or assessed the impacts of various policy and economic changes. Moreover, given the mutual interest of Iran and Uzbekistan to increase bilateral trade volume, it is both necessary and inevitable to design and revise Iran’s export development policies for this country within a system dynamics framework. This approach enables timely forecasting and scenario planning, which this study aims to address.Methodology: This research is applied in purpose and descriptive-analytical in nature. The data collection tool involves reviewing existing documents and records to identify the dynamic hypotheses of variables and to design a dynamic model. Since the main objective of this study is to model the development of Iran’s export market in Uzbekistan, the system dynamics modeling approach has been utilized. The research process follows Sterman’s steps, including 1-problem definition2-development of dynamic hypotheses 3-modeling and formalization 4-model validation, and finally, analysis of results through scenario simulation and policy evaluation. This framework facilitates a deeper understanding and enables optimal decision-making in the field of export development.Discussion and Results: The main issue is how Iran can increase its exports to Uzbekistan to achieve the targeted growth in bilateral trade volume, by identifying the key influencing variables in the current complex environment. The dynamic hypotheses in this research include the causal relationships and both positive and negative feedback loops among factors affecting Iran’s exports to Uzbekistan. Key positive loop factors include GDP growth, trade agreements, demand in Uzbekistan’s market, ease of financial transactions and transportation, and support policies. Negative loop factors include exchange rates, customs tariffs, market competition in Uzbekistan, sanctions, and inflation. These variables affect export development differently. Economic, institutional, and market data from 2020 to 2024 were collected for comprehensive analysis. Modeling based on these data provides a deep understanding of the system’s complexities and interactions, aiding improved decision-making and policymaking. Positive and negative feedback loops amplify or dampen the interactions of these factors.In this step, a precise conceptual model of Iran’s export system to Uzbekistan is developed by identifying key variables and causal relationships, expressed mathematically and logically. Stock-and-flow diagrams depict dynamic processes, enabling long-term analysis and forecasting of the entire export system’s behavior, clarifying the effects of changes in each key component on export development trends.The model was validated through extreme condition tests, dimensional consistency checks, and behavioral reproduction tests. These assessments confirmed the model’s structural correctness and the logical consistency of its responses under various conditions, demonstrating its reliability.Following validation, policy analyses and scenario simulations were conducted to evaluate the impacts of proposed interventions on Iran’s declining exports to Uzbekistan. A combined scenario—including increased demand, implementation of trade agreements, facilitation of transportation, and tariff reductions-reversed the downward trend, restoring export growth. Results indicate that success requires implementing synergistic and multifaceted policies. The model supports strategic decision-making effectively.Conclusion: This study employs a system dynamic modeling approach to present a comprehensive and systematic framework for analyzing and developing Iran’s export market to Uzbekistan. The designed model structurally captures the complex, multilayered interactions among economic, institutional, infrastructural, and policy variables both quantitatively and qualitatively, enabling dynamic forecasting of export trends over different time horizons. This approach facilitates a more precise analysis of mutual effects and feedback loops among factors, serving as a robust foundation for strategic decision-making and effective export policy formulation. Key findings reveal that Iran’s declining exports to Uzbekistan are influenced by negative and constraining factors such as trade restrictions, economic fluctuations, infrastructural inefficiencies, and international sanctions. However, scenario analyses based on the model indicate that implementing synergistic and combined policies—comprising increased demand in the target market, development and execution of trade agreements, facilitation of transportation, and negotiations aimed at reducing Uzbek customs tariffs—can halt the downward trend and pave the way for sustainable, long-term export growth. These results equip policymakers and economic stakeholders with new analytical tools and conceptual frameworks to design and implement comprehensive and coordinated strategies to enhance Iran’s export position in Uzbekistan.Based on the study’s results, practical recommendations include developing and implementing integrated and synergistic policies, strengthening logistical and financial infrastructures, providing financial support to exporters—particularly small and medium-sized enterprises—continuous market monitoring and policy updates, human resource training and empowerment, utilization of predictive modeling and scenario analysis, focusing on specific target markets with detailed factor analysis, advancing digital technologies and cross-border e-commerce, and expanding preferential trade items alongside pursuing a free trade agreement with Uzbekistan.The study’s limitations encompass its exclusive focus on the Uzbekistan market, omission of cultural and emerging technological factors, and reliance on data from only the past five years, which may underrepresent longer-term effects and economic shocks. Future research is advised to broaden geographical scope, incorporate broader qualitative variables, and employ longer-term datasets to develop more dynamic and comprehensive models. In conclusion, the findings demonstrate that a systematic, system dynamics-based approach provides a powerful tool for in-depth understanding of export market dynamics and policy optimization. It assists policymakers and senior managers in making targeted, effective decisions to sustainably increase Iran’s export share in the Uzbek regional market. https://bar.yazd.ac.ir/article_4072.html EXTENDED ABSTRACT Introduction: In recent decades, intensified market competition and the rise of socially aware consumers have heightened the strategic importance of corporate social responsibility (CSR) in attracting and retaining customers. Service-oriented industries, particularly insurance, rely heavily on long-term customer relationships. Within this context, understanding the mechanisms that enhance customer loyalty to insurance brands is crucial. This study investigates the causal relationship between consumers’ perceived CSR and brand loyalty, with a focus on the mediating roles of brand credibility and brand identity. The research is positioned in the context of Asia Insurance Company in Tabriz, Iran, a competitive service provider facing the challenge of customer retention. Drawing on social exchange theory and signaling theory, the study argues that perceived CSR initiatives enhance consumers’ trust, identification, and emotional attachment, which in turn strengthen loyalty. While CSR has been extensively studied in developed markets, evidence from emerging economies and the insurance industry remains limited. Thus, this study contributes to bridging the gap in the literature by offering empirical findings from Iran’s insurance sector.Methodology: This research is applied in purpose and descriptive–correlational with a causal design. The statistical population consisted of all Asia Insurance customers in Tabriz during 2023–2024. Using Cochran’s formula, a sample size of 384 was determined. A total of 500 questionnaires were distributed, 403 were returned, and 384 were deemed valid, yielding an 80% response rate. The study employed a standardized questionnaire measuring four constructs: perceived CSR (economic, ethical, and environmental dimensions), brand credibility, brand identity, and brand loyalty. Reliability was confirmed using Cronbach’s alpha coefficients ranging from 0.73 to 0.86, while convergent and discriminant validity were established through confirmatory factor analysis (CFA). Data were analyzed using SPSS and AMOS software with structural equation modeling (SEM). Normality, linearity, and multicollinearity assumptions were tested and satisfied. Model fit was evaluated through indices such as RMSEA = 0.059, CFI = 0.928, GFI = 0.902, and χ²/df = 2.128, all indicating an acceptable model. Bootstrap analysis was applied to test mediation effects.Discussion and Results: The study underscores the strategic role of CSR in fostering sustainable customer loyalty in the insurance sector. First, CSR directly enhances loyalty by aligning company actions with consumer values. In industries like insurance, where trust and long-term commitment are pivotal, CSR serves as a differentiator in competitive markets. Second, CSR strengthens brand credibility. When customers perceive a company as socially responsible, they view it as more trustworthy and reliable, which reduces uncertainty and enhances confidence in service quality. Third, CSR reinforces brand identity by enabling consumers to connect emotionally with the brand’s values and personality, fostering stronger psychological bonds.From a managerial perspective, insurance companies should design CSR initiatives not only as philanthropic gestures but as strategic tools integrated into brand management. Transparent communication of CSR activities, customer engagement in social projects, and alignment with community needs are recommended to enhance both credibility and identity. Practically, Asia Insurance could host educational workshops, develop CSR-based loyalty programs, and publish annual CSR reports to reinforce positive perceptions. Moreover, digital storytelling and collaboration with NGOs may amplify the impact of CSR on brand image. This research contributes to the branding and CSR literature by providing empirical evidence from a developing country context. It demonstrates how CSR can act as a catalyst for loyalty through mediating constructs, validating the application of social exchange and signaling theories in insurance services. Future research could explore cross-industry comparisons, longitudinal designs to track CSR impact over time, or cross-cultural studies to examine variations in consumer responses. Limitations include the geographic focus on a single city and reliance on self-reported data, which may restrict generalizability. The results demonstrated that perceived CSR significantly and positively influences brand loyalty (β = 0.73, t = 13.851). Furthermore, perceived CSR exerts significant effects on both brand credibility (β = 0.64, t = 10.903) and brand identity (β = 0.60, t = 10.125). Both mediators—brand credibility (β = 0.79, t = 13.336) and brand identity (β = 0.77, t = 12.571)—were shown to significantly impact brand loyalty. Indirect path analyses confirmed the mediating role of brand credibility (β = 0.351, p < 0.05) and brand identity (β = 0.315, p < 0.05). When both mediators were considered simultaneously, the overall indirect effect of perceived CSR on brand loyalty was β = 0.449 (p < 0.05), confirming the joint mediating effect. These findings provide robust support for the conceptual model, highlighting CSR’s direct and indirect pathways to loyalty.Conclusion: CSR is not only a moral obligation but a strategic asset that enhances both credibility and identity, ultimately securing customer loyalty. For insurance companies in emerging economies, embedding CSR into brand strategy is essential to achieving sustainable competitive advantage and long-term success. https://bar.yazd.ac.ir/article_4073.html EXTENDED ABSTRACT Introduction: In today's turbulent and highly competitive world, organizations face numerous challenges such as economic crises, technological changes, market fluctuations, political risks, and environmental disasters. In such circumstances, the concept of organizational resilience has become one of the key axes in the fields of strategic management, human resources, and organizational development. Resilience not only means resistance to crises, but also includes the ability to adapt, learn, evolve, and exploit crises to improve future performance. Meanwhile, small and medium-sized enterprises (SMEs) play an indispensable role in economic growth, innovation, job creation and social dynamism. According to global reports, more than 90% of businesses in the world are SMEs and, they account for up to 70% of employment in some countries. In Iran, these companies also play an important role in achieving development goals, reducing unemployment rates and stimulating market demand. However, the vulnerable nature of these units, especially in conditions of environmental uncertainty, has put them at great risk.Methodology: This study is developmental-applied in terms of purpose and has been conducted with a qualitative and inductive approach. Its main goal is to discover the concepts and explain the process of organizational resilience in small and medium-sized enterprises (SMEs). This study is classified as descriptive-exploratory and survey research and Grounded Theory has been used to achieve a theory based on field data.  Data were collected through library studies, semi-structured in-depth interviews, literature review, and opinions of experts in the field of management and organizational resilience. Initially, six core questions were designed based on the dimensions of data-based theory (causes, contexts, intervenors, strategies, consequences), and then the interviews were supplemented with supplementary questions to better cover the topic. The statistical population is academic and industrial experts. Sampling was purposeful and theoretical, and the snowball method was used to expand the scope of the samples. In total, 14 interviews were conducted with managers, consultants, industrial and academic experts who had at least 8 years of work experience in the field of management and organizational resilience.Discussion and Results: In accordance with the systematic approach, the data were analyzed and the model was designed using three stages of open, axial, and selective coding. In this study, organizational resilience was determined as the central category. Structural resilience, functional resilience, and organizational capability were named as the three dimensions of organizational resilience in this study. Structural resilience includes a set of characteristics, skills, and methods, including structural flexibility, transparency and reflection, and a sense of responsibility that organizations can use to deal with changes and adverse conditions. According to the coding results, the most important factors affecting the assessment of resilience in small and medium-sized enterprises are divided into three categories: strategic leadership, prevention and intelligent management of risk and resources, and excellent coordination. Strategic leadership means the ability of leaders to formulate and implement macro and long-term strategies that help achieve organizational goals and commitments. Strategic leadership includes deciding on the overall direction of the organization, setting priorities, creating financial transparency, creating investment incentives, allocating resources, and encouraging organizational members to cooperate to achieve strategic goals. The factors that contribute to resilience in SMEs fall into two categories: skills and interactions, and strategic and policy factors. In general, skills and interactions refer to the ability of individuals to perform their duties, cooperate with each other, and create a positive organizational culture, while strategic and policy factors include internal and external factors, including the regulation of monetary and financial policies, the establishment of nationwide protective laws and regulatory policies, the simplification of property registration, the simplification of the licensing process, and similar matters that affect the performance of the organization and play an important role in making strategic decisions. Intervening factors affecting the resilience of SMEs include political and legal changes, inefficient supportive and economic environments, and institutional environments. Political and legal changes include changes in policies, laws, regulations, and government support policies that may affect the roadmaps and opportunities of companies. The strategies required to create desirable outcomes fall into four levels: community-centric, efficient and sustainable management, knowledge-based management, and crisis management. In general, robustness, productivity, and value creation are the most important outcomes of resilience in SMEs. Resilience can help SMEs become more resilient to sudden and unexpected changes, such as market shifts, regulatory changes, or cyberattacks.Conclusion: The most important central category of the research is organizational resilience, which consists of three dimensions: structural resilience, operational resilience, and organizational capability. In the structural resilience dimension, the organization must have a flexible and adaptable structure in order to be able to act in the face of rapid developments and changes. The organizational structure must be changeable and improveable and have the ability to adapt to different conditions. In the operational resilience dimension, the organization must be able to manage its operations effectively and optimally in critical and adverse conditions. Proper planning, the use of appropriate technologies, and the empowerment of employees to manage critical situations are important factors in operational resilience, and in the organizational capability dimension, the organization must be able to adapt to changes and developments in its industry and continuously consider improvement and development. This includes the ability to recognize and exploit new opportunities, the ability to attract and retain expert talents, and innovation. For example, one solution to increase the structural resilience of companies is to improve management processes and organizational structure. A company can use advanced human resource management systems and project management software to improve. To increase operational resilience, companies can use improving their production and supply chain processes as a solution. For example, a company may use new manufacturing technologies, recyclable raw materials, or flexible supply networks to increase its operational resilience. Finally, to increase organizational capability, companies may use improving their internal and external communication processes as a solution. https://bar.yazd.ac.ir/article_4074.html EXTENDED ABSTRACT Introduction: In today's digital age, brand loyalty has emerged as a critical competitive advantage for businesses. Given the extensive transformations in consumer behavior and the unparalleled role of social media in shaping customer perceptions and behaviors, this study examines the impact of social media marketing on brand loyalty, considering the mediating roles of two emerging variables: "Brand Coolness" and "Brand Sacredness" in Digikala Company. In the contemporary world, brand loyalty is not merely a product of quality but is rooted in positive experiences, trust, emotional attachment, and multidimensional customer-brand relationships. Social media, as an interactive and dynamic platform, facilitates deeper connections and shapes consumers' psychological perceptions. These platforms provide an environment for direct and two-way interaction, enabling brands not only to promote their products but also to convey their identity and symbolic values to their audience. The concepts of "Brand Coolness" and "Brand Sacredness," as two emerging psychological constructs, play a significant role in understanding customer loyalty more profoundly. Brand coolness, characterized by authenticity, innovation, and attractiveness, evokes positive emotions and psychological appeal in consumers. Meanwhile, brand sacredness, by creating a sense of spirituality and deep attachment, transforms the brand into an entity beyond a mere material commodity.This research aims to address the existing gap in the literature, particularly regarding the psychological mechanisms affecting loyalty in the digital context, with a focus on the novel concepts of brand coolness and sacredness. Investigating these relationships can provide a valuable theoretical and practical framework for future research and digital marketing practitioners.Methodology: This study is applied in purpose and descriptive-correlational in terms of data collection. The statistical population consisted of Digikala customers, from which a sample of 384 individuals was selected using convenience sampling based on Morgan's table. Digikala was chosen due to its position as one of Iran's largest and leading e-commerce platforms and its extensive customer base. Data were collected using a standard questionnaire based on a five-point Likert scale. Data analysis was performed using SMART-PLS3 software and the Structural Equation Modeling (SEM) method. The reliability and validity of the research instrument were confirmed through Cronbach's alpha, composite reliability, and convergent validity indices. All reliability and validity indices were at acceptable levels. The questionnaire's validity was assessed and confirmed through content and construct validity, with content validity evaluated using the opinions of informed professors and experts.Discussion and Results: The research findings indicated that social media marketing has a positive and significant effect on brand loyalty, both directly (β=0.332, t=3.978) and indirectly. The direct effects of social media marketing on both brand coolness (β=0.860, t=30.050) and brand sacredness (β=0.789, t=22.459) were strong and significant. These results suggest that brand activities on social networks can effectively enhance consumers' perceptions of the brand's attractiveness, authenticity, uniqueness (coolness), as well as its symbolic and spiritual value (sacredness). Furthermore, each mediating variable individually had a positive and significant impact on brand loyalty. Brand coolness (β=0.378) and brand sacredness (β=0.149) both increased customer loyalty. More importantly, the findings also confirmed the mediating role of these two variables. The indirect effects of social media marketing on brand loyalty through brand coolness (β=0.325, t=5.275) and through brand sacredness (β=0.118, t=2.530) were significant. All model fit indices were also at desirable levels, including the SRMR index with a value of 0.055, indicating a suitable overall fit of the research model.Conclusion: The results of this study confirm that social media marketing affects brand loyalty positively and significantly, not only directly but also indirectly through the mediating mechanisms of "brand coolness" and "brand sacredness." These findings show that brands can create stronger emotional bonds with customers and foster more sustainable loyalty by investing strategically in social media marketing and focusing on enhancing these psychological dimensions (creating an authentic and attractive image and instilling symbolic and spiritual values). Accordingly, designing media campaigns aimed at strengthening these dimensions is recommended for Digikala's marketing managers and similar brands. To better leverage these effects, it is suggested that Digikala, while improving the quality and appeal of its content on social media, emphasizes continuous and two-way interaction with the audience, tangibly and inspirationally communicates the brand's values of authenticity and innovation, and strengthens brand sacredness by creating programs and campaigns related to spiritual and symbolic values. These actions will lead to increased loyalty and sustained customer commitment. This research also provides a valuable theoretical framework for future studies on the psychological mechanisms affecting loyalty in the digital space.