Management Research in Iran

Abstract The automotive industry, as the forefront of the technological revolution, is undergoing a profound transformation with the integration of artificial intelligence (AI) technology. AI and its application in this industry have evolved into a complex technological ecosystem that encompasses numerous stakeholders. The objective of this research is to identify and analyze the position and role of stakeholders within the AI ecosystem in Iran's automotive industry. To this end, a list of stakeholders in the AI ecosystem was initially compiled. Subsequently, the position and role of these stakeholders were analyzed. Data regarding the stakeholders' positions were collected using an interest-power matrix, for which a questionnaire comprising 48 items was designed and completed by 36 experts and specialists. Based on the findings, the stakeholders in this ecosystem were categorized at both macro and micro levels and classified into four groups using the interest-power matrix: key stakeholders (with high interest and high power), contextual stakeholders (with high power and low interest), dependent stakeholders (with low power and high interest), and marginal stakeholders (with low power and low interest). The results indicate that governmental institutions, research centers, and automakers are among the key stakeholders, while financial institutions and some suppliers fall into the contextual stakeholder group. End-users, including consumers and drivers, are considered dependent stakeholders, whereas media and some regulatory organizations are categorized as marginal stakeholders. This classification can assist policymakers and industry players in optimizing interactions and fostering the sustainable development of the AI ecosystem in the automotive industry.

Abstract With the beginning of the third millennium and the passage of about 300 years since the Industrial Revolution, the scope of operation and competition in the business enterprises has increased to a global level. Automotive industry of Iran with more than 40 years of domestic operation and allocating 2.5%of GNP, 20% value added in Industrial Sector and 2.5% of total investment in the country has not yet achieved an outstanding position in the world markets. So to prevent unfavorable (but possible) challenges in the future, it seems necessary to assess the international competition potential of this industry according to a contingent strategic model. Reviewing the current international trade theories and internationalization models of firms indicates that most of these theories and models are developed based on fundamental assumptions governing the open market in developed countries. In addition, most of these models have evolved by the post studies on the large scale multinational corporations after their internationalization process. The most important point is that each of these theories and models studied the internationalization process from a specific level of analysis (firm, industry, country, international environment). So none of these models individually and completely can be generalized to address a suitable solution for those firms operating in developing countries and struggling to enter the international markets. The main purpose of this paper is proposing a contingent international market entry model for firms operating in developing countries (like Automotive Industry of Iran) through integrating the different points of view. The model contains four levels of analysis (firm, local industry structure, national competitive policies, and firms’ international relationship with global ones). It integrates and examines the role and effects of four interdependent variables (firm characteristics, local industry structure, national policies and firms’ international relationships) shaping the strategic capabilities and competencies, which are necessary for entering the international market (as the outcome /dependent variable). The model was examined in the Iranian Automotive Industry. It indicates how the international market entry competency of a firm in developing countries is affected by it’s core competencies, synergy of local industry structure, synergy of national competitive advantage, and collaborative advantage and complimentary effect originated from international relationship between the firm and the global market.