The best way to achieve competence in global market is through planning and upgrading core competencies. Not only will the knowledge economy change the experience of workers, but organizations and countries must also rethink their economic strategies. How well an individual, an organization, an industry, a country does in acquiring and applying knowledge will become the key competitive factor.An organization with a good sense of KM has the potential to create significant value, but only if it is linked to its overall strategy and STRATEGIC decisions. Knowledge management (KM) is the latest strategy in increasing organizational competitiveness.The concept of treating organizational knowledge as a valuable STRATEGIC asset has recently become extremely common. KM efforts have been primarily focused on developing new applications of information technology, complemented to a lesser degree with implementing new organizational forms. The link between knowledge and business strategy has basically been overlooked. Thus KM has unfortunately developed into a matter of information technology primarily, followed by one of organizational behavior with business strategy generally not even considered.The purpose of present paper is to identify the relationship between KM and the firm's competitive advantage. In the first section the pertinent literature related to knowledge management and its impact on the competitive advantage of the firm was examined. Then the Porter's (1979) five forces model and Wernerfelt's (1984) Resource-based view of the firm were reviewed. In the next section the link between KM and strategy formulation by drawing on the resource based view of the firm is addressed. In the last section the STRATEGIC REFERENCE POINTS ((SRPS)) THEORY has been introduced and applied for classifying the KM strategies.

Since the purpose of any organization is the basis for making its general and practical strategy, the researchers have tried to describe three STRATEGIC coordination models by three rational, natural, and compound approaches to study the model of.coordination between strategy and structure. Having a STRATEGIC look, this research is trying to give an answer to this question: "How can we coordinate the strategy of the organization and that of the structure?" Providing an answer to this question will help achieve objectives such as integration, coordination, and collaboration in a condition where the managers are seriously worried about how to increase productivity and practice of the organization.The results of the studies on the STRATEGIC coordination model in this research indicated that highly mechanical structures are in line with defensive strategy, mechanical structures are coherent with reactive strategy, and organic structure are consistent with futurologist structures. The final result indicated that if the relationship between the strategy of organizations and their structures are defined, the productivity and the practice of organizations increase.

The purpose of this study is to design an employee adherence model using the THEORY of STRATEGIC REFERENCE POINTS in the Iranian public sector. This is a combined research following descriptive-survey method for data collection. Two methods of data collection, documentary study and Delphi technique, are used to identify the components of employee adherence. Statistical population of this research includes human resource managers of governmental agencies and management experts, 17 of whom are selected as the sample according to purposeful snowball sampling method. Data collection tool is a researcher-made questionnaire whose reliability with a 95% confidence level is equal to 0. 954 (Cronbach's alpha) indicating a high internal consistency of the researcher-made tool. The content validity of the questionnaire is also confirmed. SPSS22 and Smart PLS statistical software are used for data analysis and model designing. Using Delphi technique, the researchers arrived at 12 components and 60 indicators as the most important components of employee adherence. Finally, having obtained the STRATEGIC REFERENCE POINTS, the researchers determined the position of each type of adherence.

Power is the ability to obtain desirable results or to have influence on people or group to obtain considered targets in organizational behavior. The degree of targets achievement in management science defined as effectiveness. People, groups or organizations are effective when they achieve the predetermined targets. But to achieve predetermined targets (effectiveness), it is necessary to formulate and execute the strategy. Methods of achieving desirable results or influencing others in achieving the considered targets are called power strategies. In another word, organizations having power strategy are more effective. Since formulation of power strategy based on STRATEGIC REFERENCE point has not been considered so far, the authors of this article have introduced model to display power STRATEGIC types based on STRATEGIC REFERENCE point using literature review and library studies. Therefore the current research method is qualitative and theoretical.

Researchers have studied various aspects of businesses including business model definitions، taxonomies، industry-specific business models، REFERENCE models and meta-models or ontologies. Few authors have focused on business model typologies. This study aims to examine different business models and typologies and introduce a new typology in small and medium sized e-businesses (e-SMEs) in Iran. In the first place، we review the literature in order to present a new typology of e-business model based on the STRATEGIC REFERENCE POINTS. For the purpose of this research، 400 small and medium Iranian e-businesses participated in the study. Research data are analyzed using SPSS 16 and LISREL 8.5. Results show that STRATEGIC REFERENCE POINTS of focus and control are effective factors in selecting e-business models.

Each Functional strategy should be coherent with other strategies and firm’ s competitive competency; it would result to make a synergy in the corporation. Therefore, decisions about product as one element of the marketing mix in the fitting whit marketing strategies would be important. Previous researchers have suggested various product strategies and their reasons for choosing these strategies. But, only few authors take product typologies into consideration. On the other hand, the role of SMEs in the country's economic growth and the expansion of e-commerce in all aspects of the economy, the necessity of effective selection of product strategies should be consider over the past. Hence, this study examines different product strategies and typologies and then introduces a typology in e-small and medium sized enterprises in Iran (E-SMEs). First of all, we review the literature in order to present a typology of product strategies is based on the STRATEGIC REFERENCE POINTS. For this purpose, 400 small and medium e-businesses were studied in Iran. Then, for analyzing and testing the hypothesis that posed in this study, we are using the software of SPSS 16 and LISREL 8. 5. Our results show that STRATEGIC REFERENCE POINTS of focus and control are effective factors in the choice of product strategies.

Over the last decade, foreign market entry has continued to play a critical role in global economic development. Because of dynamics and complexity of entry modes and the influences of many variables, decision making on selection of international market entry strategies is a difficult task. Therefore, it is necessary to identify the STRATEGIC variables determining foreign market entry strategies. In every study, a different set of variables and findings has entered, which are often inconsistent. Hence, this study intends to identify the factors affecting selection of foreign market entry strategies and their influences on the selection. For this purpose, the content and types of foreign market entry strategies have been introduced by studying relevant literature. These strategies have been then divided into three main categories of export strategies, non-export strategies, and intermediate strategies. Then, the factors that make effect on selection of these strategies have been identified and classified. Finally, all factors are used to form two separate structural equation models (SEMs) based on the THEORY of STRATEGIC REFERENCE POINTS and respectively it has been explained that how foreign entry strategies are chosen according to these REFERENCE POINTS. To support this explanation empirically, 42 export companies of food industry have been studied in Mazandaran. SPSS18, MINITAB15, and AMOS18 have been used for analyzing and testing the research hypotheses. Findings imply that uncertainty of host country, uncertainty of product market, competitive uncertainty, uncertainty of partner behavior, international experience, technical knowledge, marketing skills, total investment, competitive intensity, nature of foreign activity, attractiveness of location and business relatedness affect selecting foreign market entry strategies. Moreover, with our SEMs, Attractiveness of location, language diversity and uncertainty of the host country are proved to be good manifests of the companies' STRATEGIC focus. Uncertainty of host country, uncertainty of product market, competitive uncertainty, international experience, firm size, technical knowledge, marketing skill, total investment, business relatedness and the nature of foreign activity are good manifests for the companies’ desired degree of control over their foreign activities.