the present study seeks to identify and prioritize the factors affecting COMPETITIVENESS at both the firm and industry levels in the field of aviation. The theoretical population of the research is the managers and experts of Iran Air and the aviation industry. The sampling method was judgmental and based on the expertise of individuals. The present research is applied in terms of orientation and quantitative multi-method in terms of methodology. At this stage, 30 factors were extracted at the firm level and 25 factors at the industry level. Because the number of these factors was high, these factors were screened by Binominal test. According to the significance coefficient, 8 factors related to the firm and 7 factors related to the industry were selected for the final prioritization. In the next step, these factors were prioritized separately using the Aras technique. Factors with priority at the firm level are: the factors of expertise and skills of human resources used in the firm or company, the number and composition of the firm's transport fleet and the firm's resilience to environmental shocks. Factors with priority at the industry level are as follows: The degree of consensus of key policy makers on the core issues of the industry and its prospects, the required infrastructure and the limitations of technology transfer in the import of new aircraft. To validate the results, the effective factors were also prioritized by Codas technique. The results of the two methods were very close.

The purpose of this research is to consider the relationship between ENTERPRISE intelligence, attractiveness and banks’ internal capabilities with their COMPETITIVENESS. Research method is descriptive-correlative with structural equation model. Statistical community includes all managers and employees in various branches of Ilam provincial public (governmental) banks, totally 1800 subjects. By using Morgan table, 317 subjects were selected as sample. Research sampling method is proportional. To gather data, a researcher-made questionnaire was used, its reliability was confirmed by usingα-cronbach. Finally, data set were analyzed by means of LISREL or structural equations modeling. Research results show that there is a direct, positive and significant relationship between ENTERPRISE intelligence, attractiveness and banks’ internal capabilities with their COMPETITIVENESS.

Financing infrastructure projects and industrial development initiatives has always been one of the main challenges faced by developing countries, in which development banks can play a significant role. Development banks are financial institutions whose primary function is to provide long-term financing for productive and infrastructural sectors, often accompanied by technical and managerial assistance. The activities of these banks, due to their developmental nature, differ fundamentally from those of commercial banks. Commercial banks generally aim at generating profit and maximizing shareholder wealth by extending loans that are short-term, quick-yielding, and low-risk. In contrast, development banks, through mobilizing and allocating medium-and long-term resources, encouraging and facilitating private sector investment, and offering expert technical services in legal and economic domains, seek to address investment-related challenges. The present study, using a descriptive method, examines the financing mechanisms of selected development banks in various countries and their role in investment and economic development. The findings indicate that equity ownership in ENTERPRISEs and providing their financial needs, with a defined exit strategy—referred to as ENTERPRISE creation—is among the common approaches adopted by these banks. This approach, for reasons such as reducing information asymmetry between lenders and borrowers, mitigating agency problems, aligning the interests of ENTERPRISEs and banks, and granting ENTERPRISEs long-term access to financial resources, can play a critical role in capital formation. Therefore, in the current state of the Iranian economy, where the need for investment is strongly felt and where information asymmetry increases the likelihood of diverting credit toward non-productive activities, adopting this approach in financing can pave the way for higher levels of development and economic growth in targeted sectors.

COMPETITIVENESS is considered as a key criterion for appraising the success degree of countries, industries and ENTERPRISEs in the political, economical and commercial competition fields. Research findings show that COMPETITIVENESS has been discussed in three levels of national, industry and ENTERPRISE (organization or company). Among all the ENTERPRISE level seems to more considerable. In this study ENTERPRISE COMPETITIVENESS has been viewed from two main perspectives: construct and behavioral. According to construct perspective, COMPETITIVENESS includes two groups of factors which are composing and affecting factors. Based on behavioral perspective an ENTERPRISE faces two types of factors in its decisions and actions which are strategic and operational factors. As a result of literature review, summarization and complementary edition, totally 28 factors has been identified as COMPETITIVENESS factors ({16 composing f. and 12 affecting f.} and {15 strategic f. and 13 operational f.}). The questionnaire has been developed based on these factors. The findings show that in Iran business environment, all COMPETITIVENESS factors of ENTERPRISEs are highly important but very weak.

COMPETITIVENESS is considered as a key criterion for appraising the degree of success for countries, industries and ENTERPRISEs in the political, economic and commercial competition areas. Research findings show that COMPETITIVENESS has been discussed in three levels of national, industry and ENTERPRISE (organization or company). Among all these levels, the ENTERPRISE level seems to be more considerable. In this study ENTERPRISE COMPETITIVENESS has been viewed from two main perspectives: construct and behavioral. According to construct perspective, COMPETITIVENESS includes two groups of factors which are composing and affecting factors. Based on behavioral perspective an ENTERPRISE faces two types of factors in its decisions and actions which are strategic and operational ones. As a result of literature review, summarization and complementary edition, totally 28 factors have been identified as COMPETITIVENESS factors ({16 composing f. and 12 affecting f.} and {15 strategic f. and 13 operational f.}). A questionnaire has also been developed based on these factors. The findings show that in Iranian business context, all COMPETITIVENESS factors of ENTERPRISEs are highly important but very weak.