The main purpose of this study is to assess the entrepreneurial capabilities among family business owners with a background of operating in the international market. The target population consists of all builders and mass builders of the construction industry in Tehran province with internationally active family businesses, from which 70 persons were randomly selected as a sample. The research instrument was a standard questionnaire measuring the personality traits of Iranian entrepreneurs Kordanij et al. (2007) with 95 items on a Likert scale. Calculation of Cronbach's alpha coefficient for the components used in the research questionnaire showed an acceptable level of reliability of the research tool. Data analysis was performed using SPSS26 statistical software. Findings showed that the respondents of this study due to age, as well as work experience in the international market and higher education were at a desirable level of entrepreneurship, especially in the field of internal locus of control, need for achievement, risk-taking propensity and flow notion. On the other hand, the results showed that the level of respondents' enjoyment of the components of challenge, utopism and operationalism were at a lower level than the others. Overall, the results showed that the general level of entrepreneurial capability of 35.4% of the respondents was estimated as in favorable level. These results imply the importance of having entrepreneurial capabilities at the desired level for family business owners, which needs to be considered in the programs of the ministries in charge of business development for providing relevant training.

Objective: Small and medium-sized enterprises (SMEs) play a vital role in sustainable development and economic growth. These types of businesses significantly contribute to gross domestic product (GDP) generation, employment creation, income production, and poverty reduction in both developing and developed countries. Business clusters, as groups of commercial and non-commercial entities in a geographical location, collaborate in the production of similar and related products, establishing vertical and horizontal communications, and often engage in collective cooperation and joint initiatives. Cluster formation facilitates coordination in local networks among industries, universities, and other factors within a region, enabling them to gain competitive advantages over other regions. Business clusters require business development services to effectively harness the potential and resources of the region. A business cluster comprises not only member companies but also organizations, raw material suppliers, subcontractors, buyers, exporters, machinery suppliers, various support institutions, consultants, public services, transportation system-related units, and other business development service providers. The present research aims to provide a paradigmatic model for improving business development services in business clusters. It seeks to answer the question of how an appropriate model for enhancing business development services in business clusters looks like and what components it encompasses. Method: This research is categorized as goal-oriented, practical, and, in terms of nature, exploratory, employing a qualitative and data-driven research method. The statistical population comprises experts, stakeholders in the field of business clusters, and consultants based in business advisory centers nationwide in the year 2022. The sample was selected using purposive theoretical sampling, totaling 16 participants. The primary data collection tool consisted of semi-structured in-depth interviews, continuing until theoretical saturation was achieved. In addition to interviews, written sources were also utilized. Furthermore, online documents were examined through searches in databases and online resources, reviewing articles and relevant materials on the topic to obtain new and updated information. To ensure the research's validity, efforts were made to select a statistical sample of individuals with the necessary knowledge and expertise in the research field. Additionally, researchers' intervention in the study was minimized as much as possible. The findings of the interviews were provided to the participants (interviewees) after implementation for them to express their opinions regarding the accuracy and reliability. The validity of interview questions was confirmed using a content validity method, and its reliability was verified through a test-retest method (82.0). For data analysis, the MAXQDA 2020 qualitative analysis software package was employed.Results: In this research, the collected data from semi-structured in-depth interviews underwent a three-stage coding process, including open, axial, and selective coding. In the open, axial, and selective coding stages, 1367 raw codes related to the main axes of the phenomenon, causal factors, contextual factors, intervening factors, impactful strategies, and implementation consequences of the extraction model were analyzed. After completing the coding stages, 66 core themes were confirmed as final themes and categorized into 17 main themes. In the domain of the central phenomenon, 1 main theme and 6 core themes, in the domain of influential factors, 2 main themes and 5 core themes, in the domain of contextual factors, 4 main themes and 16 core themes, in the domain of intervening factors, 5 main themes and 16 core themes, and in the domain of impactful strategies, 4 main themes and 20 core themes were identified. In the field of consequences, 1 main theme and 3 core themes were also identified as the most important components shaping the improvement of business development services in business clusters.Conclusion: This research has proposed a paradigmatic model for enhancing business development services in business clusters.Top of Form The research findings demonstrate that the theoretical model of enhancing business development services, derived from the results of open and axial coding, articulates that business development services are influenced by contextual conditions, such as the demand and supply status of business services, contextual factors including institutional structures, political and economic factors, organizational functions and supporting institutions, and intervening conditions, such as the involvement of industrial estates, stakeholders, monitoring and evaluation, features and performance of the cluster development management group, empowerment, and trust-building, information, and communication. These factors create conditions that encompass a diverse range of actions and interactions related to business development services, including the creation and development of both hard and soft structures, networking among stakeholders, and diversification of the business development services domain. The consequences are also examined and evaluated at the macro, cluster, and business levels. Ultimately, the improvement of business development services has been chosen as the central theme, integrating and comprehensively examining other themes.

ObjectiveGlobal crises generally have two major effects on cinema: a group that boosts the business of this art industry and another group that brings it to the border of closure. Many social crises cause the closing of movie theaters, which has a significant impact on the business of the Seventh Art Industry; as we saw during the Corona epidemic, many countries in the world closed their movie theaters due to the gathering of people in order to prevent the transmission of the Covid-19 virus. This issue has had a huge impact on the sale of motion pictures and with the sharp drop in the market, many companies have introduced other ways to earn profits. There were even more problems in Iran. First of all, there is no studio system in our country. Some of the films are produced by the government and some privately. The works that are supported by the government are often not concerned about sales, and the works of the private sector, following the traditional production line, did not have the ability to create a security margin to pass the Corona period. During the epidemic, the country's cinemas were closed and it was even rumored that some theaters were rented out for official ceremonies and weddings in order to return the minimum fixed costs to the owner's account. The production of works went down and many old actors and actors of the cinema faced serious financial problems. The screenings were postponed and thus, the hands of the producers were left empty. No one knew what was going to happen and gradually, experimentally, our cinema learned how to save itself from the quagmire of such crises. But this happened at a heavy cost and did not create a suitable infrastructure and a modern and standard business model, and even now the situation has not returned to the normal state before Covid-19. The current research seeks to design a business model for the Iranian cinema industry in the situation of pandemic crises. For this purpose, the management of Iran's cinema industry, the basic challenges and opportunities of Iran's cinema in the field of management and business have been examined.Research MethodologyThe present research is practical in terms of its purpose, and in terms of the method of data collection, it will be a description of the survey branch. Also, in terms of the research method, it is qualitative. Since this research was done on a real, objective and dynamic issue and its results can be used practically, it is an applied research. Using the snowball method, with 15 owners and managers of film businesses (including government cultural institutions, film production companies, broadcasting companies, institutions active in the field of film education and research, Video On Demands (VODs) and...) interviews have been conducted and the data have been analyzed using the MaxQuda software and the method of content analysis and descriptive and interpretive coding. In terms of formal validity, after designing the questions, a limited group of experts were consulted and their opinions were applied to modify the questions.FindingsAccording to the results, the customers (audiences) of the cinema business, in both normal and pandemic situations, are the urban middle class. Filmmakers have turned to making TV series in the pandemic situation. Costs have not changed too much in the pandemic situation; but the salary of the actors has increased. Online screening on VOD platforms has been the main source of income during the pandemic, and the category of comedy and entertainment has been the most important value proposition of Iranian cinema.Discussion & ConclusionDetermining the business model as a strategic necessity in the cinema industry is very important to gain benefits.One of the important factors in choosing a business model is the type of strategy that owners and stakeholders choose. In the meantime, the importance of marketing and identifying customer needs, market territory, and market share compared to competitors is significant. Although some of the interviewees admitted that Iranian cinema as a whole cannot be called an industry; Because cinema in Iran has not yet reached credit management in order to be able to evaluate customers' perception of its brand and improve the reputation of cinema and maintain the loyalty of the audience and receive feedback from them and achieve reputation and credit to form a competitive market and generate income. Achieving a favorable competitive position is realized only with a business model. It is a suitable business model that can offer more value to a group and bring more benefits to the company's owners and stakeholders. The results of this research showed that filmmakers in the Iranian cinema industry should reconsider their traditional business models. They can abandon the linear business model and adopt a new platform approach to their business. They can change many of their traditional methods of customer acquisition and retention to become a platform business that creates value through collaboration with partners and consumers. Although Iran's VODs and OTTs have improved the quality of their products, they are still far from modern serialization products such as works produced on Netflix; But due to the fact that many Iranians show interest in local content, a significant part of audio and video content produced in Persian is limited to the programs of these platforms, and many Iranians still welcome their productions.

Implementing Business Intelligence Systems (BI) requires a lot of resources and time. The statistics show that billions of dollars are spent on these business intelligence systems (BIS), which show how important they are. Also, the cost of these systems is a large part of the cost of the organization. Unfortunately, with all these huge costs in these systems, more than half of the BI projects do not go to the real benefits of business intelligence systems. Here's one reason why organizations are not able to grasp the real benefits of business intelligence systems: Many of them are not ready for these systems. This is due to some of the challenges in implementing BI systems in organizations. BI Implementation Experiences show that the successful implementation of BI is beyond the implementation of technical infrastructure (hardware aspects) and requires the control of soft aspects and change management, which are recognized as the most difficult aspects of the successful implementation of BI applications. Business intelligence is a complex concept and has multi-layered architecture, which is why the BI readiness model is needed. Assessing BI readiness identifies specific implementation risk sections to manage and reduce these risks and thus increase the likelihood of BI success. So far, several models have been developed to prepare BI systems. In this paper, introduced models for BI readiness are presented, and then these models are compared based on the factors influencing BI readiness.

Background Sustainable business ethics is one of the most important organizational issues. The lack of understanding and commitment to the observance of the indicators can cause a variety of negative psychopaths’ consequences during the time. In this regard, this study has tried to identify indicators of sustainable business ethics and determine the degree of their importance using fuzzy TOPSIS technique and explore the network of causal relationships and degrees of influence and impressionability of these indicators using the fuzzy Dematel technique. Method This study is applied in terms of objective and is descriptive in terms of obtaining data. Population of the study includes all experts and faculty members. Among all, 5 experts were selected by meaningfully sampling. Data were collected by questionnaire. After identifying sustainable business ethics indicators from the literature and expert opinion, fuzzy TOPSIS technique was used to prioritize them and Dematel fuzzy technique was used to determine causal relationships between these indicators. Results Of the eight indicators of sustainable business ethics (social responsibility, social values, Introspection and inner purification, cultural competence, moral ideals, Spiritual ideals, social competence and moral integrity), the first four indicators, in order of priority, were detected as the major indicators. Also, it was found that most impressionable indicator among other indicators of sustainable business ethics, cultural competence, and opposite it, respectively are social values and social competencies. Conclusion Result of the study demonstrates that social values and social competencies effect on other factors. Therefore, in order to improve indicators of sustainable ethics, business ethics should be integrated with managerial efforts and with more investment to qualify social values and competencies.

Extensive environmental turbulence has caused various changes in economic, social and cultural fields, and has become the driver of many changes in the context of needs and preferences of customers. As an active form of Islamic banking in Iran, Qarz-Al-Hasna Banking has faced many issues and challenges that have overshadowed its survival and competitiveness. Therefore, the aim of this research is to answer the banking needs of Qarz-Al-Hasna Bank and specifically the territory of Qarz-Al-Hasna Mehr Bank of Iran in the face of digital variables, in the form of a business model. In this regard, the method of qualitative content analysis with analogical-inductive approach has been used to analyze the data and answer the research questions. Ritter's model is the basic framework in "Designing the Business Model of Qarz-Al-Hasna Digital Bank". In the data analysis that was done using Maxqda2020 software, a total of 255 basic themes and 29 subcategories were extracted and placed under the dimensions of value proposition, customers, value demonstration and capabilities.