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.

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.

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.

Background: Market strategy design involves the analysis of market position, identification of market opportunities, and understanding the strengths and weaknesses of an organization. It aims to create favorable competitive conditions by defining different market segments. In recent years, researchers have made efforts to develop models that can effectively determine ideal marketing strategies and promote their alignment and synergy at the organizational level.Objective: This study aims to design a comprehensive marketing strategy development and alignment model, which has been relatively understudied in academic research.Method: The present research builds upon the Strategic Reference Points (SRP, S) theory and utilizes thematic analysis to formulate a new framework and Strategic Reference Points for an industry-specific marketing strategy. It also addresses the coordination between marketing strategies at both the business and corporate levels, employing the Delta model.Findings: A thematic network analysis was conducted based on interviews with industry experts. The research findings identified key dimensions of Strategic Reference Points and provided theoretical and operational definitions of the power industry concept. These dimensions, namely "customer engagement" and "switching costs," were incorporated into the final model design. Leveraging the Delta model, the study resulted in the formulation of the Lock-in marketing strategy model. The research findings and the proposed model offer valuable insights and practical strategies to overcome current industry challenges, enhance agility, and facilitate effective decision-making in the field.

In today's era,considering human resources and its issues such as reducing work-related stress and paying attention tothe well-being ofthe leader and his followers is of particular importance.These issues lie inthe healthy leadership.Considering that the theory of healthy leadership based on Strategic Reference Points has received less attention in past research and the alignment of its actions based on Reference Points has been investigated.In this research,the design of a healthy leadership framework with on occupational well-being based onthe theory of Strategic Reference Points in public companies ofthe electricity industry is discussed.inthe qualitative section of the research,the Grounded theory and content analysis strategy were usedto design the framework.the strategy of the research,the grounded theory method was usedto design the framework.For this purpose,in-depth interviews were conducted with19executive experts in state-owned firms and university experts who were combining purposefully,judgmental and snowball sampling methods selected.based on the Reference Points framework of healthy leadership with on occupational well-being,welfare and well-being approach with follower-based leadership strategy,behavioral approach with goal-based leadership strategy,leadership style with active-based leadership strategy and environmental approach with interactive leadership strategy are aligned.Healthy leadership withon occupational well-being,the results showed that healthy leadership with on occupational well-being based onthe theory of Strategic Reference Points includes a set of internal and external factors whose Their effective management can lead tothe Maintain and improve the performance ofthe organization inthe long run.Finally ,the results showed that healthy leadership with on occupational well-being in state-owned firms is a multifaceted phenomenon that can be used to produce positive and valuable results.

Designing service compensation strategies is one of the sensitive, complex and challenging topics of recent decades. Therefore, compensation for appropriate, effective and value-creating services requires investigation and research and plays a significant role in attracting and retaining managers. The purpose of this research is to provide compensation strategies for managers in the automotive industry. This research was done with a mixed approach. The statistical population of the qualitative stage is 14 senior managers of automobile companies who were examined based on the principle of theoretical adequacy with the purposeful sampling method and according to the researcher's judgment as the research sample. Information was collected through semi-structured interviews and theme analysis was used to analyze and interpret the data. Quantitative stage statistical samples were formed by managers with more than ten years of managerial work experience based on Cochran's formula, and data were collected through a researcher-made questionnaire and analyzed with one-way analysis of variance, correlated t-test, and Friedman's test. The findings of this research in the qualitative phase included 7 Strategic Reference Points for the compensation of managers, and based on that, in the quantitative phase, the compensation strategies for managers were identified based on the Reference Points, and the following actions were taken in each of the management levels: 1. Payment strategy Based on the type of work or job (job-based) 2. Performance-based compensation strategy (based on collective performance) 3. Skill-based or employee-based strategy (merit-based) compensation 4. Spiritual payment strategy and 5. Complementary payment strategy (competitive).