Seyedeh Roya Kalati; Asadollah Kordnaeij; Homeira Shojaee
Articles in Press, Accepted Manuscript, Available Online from 20 December 2024
Abstract
The sportswear industry is increasingly competitive and dynamic, and brands face many challenges to attract and retain customers, including the emergence of competitors, changing customer preferences, and economic fluctuations. Therefore, the brand decline framework can be a valuable tool for sportswear ...
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The sportswear industry is increasingly competitive and dynamic, and brands face many challenges to attract and retain customers, including the emergence of competitors, changing customer preferences, and economic fluctuations. Therefore, the brand decline framework can be a valuable tool for sportswear brands to help them understand and predict future trends and make strategic decisions. The purpose of this research is to design a brand decline framework in the sportswear industry. The philosophy of this research is pragmatism, the method of the research is Quality and the strategy of the research is the Grounded theory. To determine the framework of brand decline, an interview was conducted with 15 experts in the field of brand management and prominent managers of the sportswear industry, Snowball sampling and theoretical saturation, as well as the credibility and trust of the interview protocol by Guba and Lincoln method Confirmed. The research findings indicate that the best solution according to the designed framework has 7 factors and 35 related components. The results of the research indicate that within the framework of brand decline, internal variables in the form of decreasing market share, decreasing brand awareness, decreasing brand loyalty, and weakness in management and dimensions related to the environment in the form of increased competition, lack of brand culturing, and Technology gaps play a key role in the sportswear industry. If the organization wants to prevent brand decline and stabilize or improve its brand position in the market, it should pay attention to these internal and environmental variables.
Shokooh Sadat Alizadeh Moghadam; Asadollah Kordnaeij; Seyyed hamid Khodadad hosseini; Ayoub Mohamadian
Volume 27, Issue 4 , January 2024, , Pages 59-88
Abstract
Digital transformation is rapidly changing apparel retail organizations. The high speed of new knowledge and the uncertainty of the fashion world do not allow organizations to make strategic plans, and force them to make strategic decisions in this field. Identifying and conceptualizing the drivers of ...
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Digital transformation is rapidly changing apparel retail organizations. The high speed of new knowledge and the uncertainty of the fashion world do not allow organizations to make strategic plans, and force them to make strategic decisions in this field. Identifying and conceptualizing the drivers of strategic decisions for the digital transformation of apparel retail organizations is the primary goal of this research by using the multi-grounded theory research strategy. In the theoretical grounding stage, twenty-three international articles were selected and codes and concepts were extracted using the metanalysis method. In the experimental grounding stage, interviews were conducted with seventeen experts, and the codes and concepts extracted from the metanalysis stage were re-examined, redefined, and completed. Finally, by going back and forth and enriching the theory, the conceptual framework model of strategic decision-making drivers of digital transformation in Iran's apparel retail was designed. The results indicate that the drivers of strategic decisions for the digital transformation of apparel retail organizations are in seventeen concepts and four categories under the headings of "organizational drivers," industry and market pressure," "government infrastructure requirements," and "environmental macro trends." The economic pressure and the spread of information technology and bio-social changes from the environmental macro trends and the expectation of financial performance and digital infrastructure of the organization and the employees' pressure from the category of organizational drivers and customer pressure and the pressure of the competitive environment from the category of Industry and market pressure seem to have the most importancecompared to other concepts.
sepehr jafarpour; hamid Khodadad hosseini; Asadollah Kordnaeij
Volume 27, Issue 1 , March 2023, , Pages 92-116
Abstract
The purpose of this article is to analyze the robustness strategies for businesses that intend to have a successful performance in the future of Iran's smart agriculture sector. For this purpose, using an integrated foresight method based on scenario development, alternative futures for Iran's agriculture ...
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The purpose of this article is to analyze the robustness strategies for businesses that intend to have a successful performance in the future of Iran's smart agriculture sector. For this purpose, using an integrated foresight method based on scenario development, alternative futures for Iran's agriculture were extracted for a ten-year period (2032). The methods of Global Business Network (GBN), Cross Impact Analysis (CIA) and MICMAC were used. Four main drivers were identified, which are cooperation and participation through Strong national and local institutions, versus lobby and pressure groups, as well as the development of technological infrastructure and innovation growth versus the immaturity of the innovation ecosystem. With the meaningful combination of drivers, three possible and meaningful paths to the future of Iran's agriculture were extracted according to the opinion of experts: smart agriculture, state agriculture and traditional agriculture. For the developed scenarios, a set of strategies were analyzed by in-depth interviews with experts as well as a library search that can guarantee strategic robustness in any scenario in the next 10 years. The main result at the macro level is that cooperation and partnership play a major role in shaping the future of Iran's agriculture, as well as strategic robustness, due to their key role in integrating resources and capabilities. Finally, by applying robustness criteria, the robustness strategies were ranked. Strategic collaborations and the development of practical innovations were the most robustness strategies, and independent investment and the development of advanced innovations were recognized as the weakest strategies.
alireza valipour; ali heidari; mohammad ali shah hosseini; Asadollah Kordnaiej
Volume 27, Issue 1 , March 2023, , Pages 175-202
Abstract
The purpose of this research is to present a complete picture and an integrated framework of the Business Exit process. The process is complex, dynamic and lengthy. Decisions and actions in each step have a multi-faceted interaction with other steps. To achieve this purpose, in this research, 69 works ...
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The purpose of this research is to present a complete picture and an integrated framework of the Business Exit process. The process is complex, dynamic and lengthy. Decisions and actions in each step have a multi-faceted interaction with other steps. To achieve this purpose, in this research, 69 works published during the years 1990-2022 were reviewed and evaluated based on a systematic method. Based on the findings of this research, the exit process is divided into 5 steps (entry strategy, exit drivers, decision making, exit method, and consequences) in order to provide a better understanding and an integrated framework of the business exit process. 34 subcategories and 213 components were also identified. Out of these 69 studies (considering two categories for some articles), exit drivers (43), consequences (28), strategy and method of exit (28), decision-making (23), and entry strategy (11), respectively, are the most studies have been assigned to themselves.
Elahe Shahabi; Asadolah Kordnaeij; Seyed Hamid Khodadad Hosseini
Volume 25, Issue 4 , January 2022, , Pages 159-180
Abstract
In today's turbulent economic environment, companies are struggling to find ways to achieve sustainable competitive advantage. One of these methods is supply chain management to reduce costs and improve performance to create a competitive advantage and business success. The purpose of this study is on ...
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In today's turbulent economic environment, companies are struggling to find ways to achieve sustainable competitive advantage. One of these methods is supply chain management to reduce costs and improve performance to create a competitive advantage and business success. The purpose of this study is on how to use supply chain management by pharmaceutical distribution companies in Iran and its role in the success and competitiveness of companies. The method used in the research is a mixed method (qualitative and quantitative). Data collection in the qualitative section was done during an in-depth interview with 30 experts from Iran's top pharmaceutical distribution companies, based on which categories were extracted; Then, in the axial coding stage, the link between these categories was made based on the study of causal conditions and its effect on the central phenomenon of "drug distribution chain management strategy development", as well as the effect of contextual conditions and intermediate conditions on strategic factors The format of the coding paradigm was determined; Then, in the selective coding stage, each component of the coding paradigm was described, the storyline was drawn, and the theory was created; Finally, the research propositions of the research were compiled. In the quantitative stage, the questionnaires were distributed among the top 16 drug distribution companies and the model extracted from the quality section was tested with the help of partial least squares software. Finally, the mentioned model and the hypotheses were confirmed.
