Abstract The present study aimed to evaluating the impact of success key factors of supply chain agility on the strategic performance of the Electronics companies in Iran. In the conceptual model of the research, the strategic performance of the organization involves competitive advantage and organizational performance. In this model, supply chain agility was evaluated by seven factors: computer-based technology, flexibility, relations with suppliers, using new technology, collaborative relationships, and sensitivity to market / customer and meet demand. Also the competitive advantage include five indicators of price/cost, quality, timely delivery of product or service, innovation and time to market; financial performance is the criterion of organizational performance. According to this model, the factors assessment questionnaire adjusted and distributed among 400 managers from companies Sanam, Pars-electronic and Pars-Khazar and finally 179 completed questionnaires were collected. Then using SPSS, LISREL and techniques of factor analysis and structural equation modeling, this model was confirmed with several times of modification. According to The results of the research, agility key factors have positive and direct impact on organizational performance as well as the competitive advantage.

Abstract Performance assessment is one of the activities, which has many advantages and can have a considerable effect on the performance of organizations. Inadequate accountability of senior managers of marketing in recent years has incurred a loss to the position of marketing unit. As a result, studying the effect of marketing activities on organizational performance is specifically important. Framework of marketing productivity shows that it is possible to establish a relation between marketing activities and organizational performance. On the other hand, results of studies in many academic fields conducted about a specific issue are usually confusing and contrasting. Meta-analysis is a research approach that helps the researcher to a large extent to identify the moderating variables in the results of previous studies. Despite that various researches have been conducted, such contrast is also observed in the relation between marketing activities and organizational performance. Characteristics of the research sample can be referred among the several reasons that have been mentioned for such divergence in similar studies. It was tried in the present survey to identify the role of moderating variables the regarding characteristics of the research sample in relation   between marketing activities and organizational performance using meta-analysis approach. Given to the use of meta-analysis approach in the present paper, the statistical population consisted of all previous studies, which have explained and measured the relationship among marketing activities and organizational performance, and the researcher had access to them. On the basis of searching in the mentioned databases, 523 studies were gathered. With regard to the meta-analysis standards and the researcher constraints, ultimately 142 studies were selected to implement the mete–analysis method. The obtained results revealed that the moderating variables related to the characteristics of the research sample like the kind of industry, type of ownership of the organization and so on have led to a significant difference in the results of studies regarding the effect of marketing activities on the organizational performance of organizations.         

Abstract Design and implementation of QMS will cause to the improvement of organizational performance if it concerns on the especial characteristics of the organization. In general, previous studies have obtained different results about the effect of QMS (7 main practices) on organizational performance (4 main practices). In this survey, the relationship between QMS and organizational performance practices is analyzed using Structural Equation Modeling. The results showed that QMS practices have a significant relationship with the employee’s satisfaction, customer satisfaction and organization effectiveness, but the relationship between financial practice and QMS is not significant.