This study is based on the results of a survey of 518 start-ups in Vietnam during the period of establishment from 2016 to 2018. Data collection lasted from November 2019 to May 2020, interrupted by Covid-19 translation and collected data were processed on SPSS20 and AMOS24 software, model estimation and hypothesis testing using linear structural equations (SEM). The research results show that business strategy and market-oriented factors had positive impacts on the performance of Vietnamese startups. However, no regulatory relationship of business strategy has been found that affects the impact relationship of market orientation with business performance. In addition, the study also found that, in current context, startups pursuing defensive strategies have more success than firms pursuing pioneering strategies and startups in the field. Trade / services are more likely to succeed than in agriculture and industry.

This research focuses on the moderating effect of culture on the relationships between KMS and other variables affecting KMS in the service industry. The effects of a number of variables on KMS were examined via analysis and hypothesis testing. These variables included culture; people; process; strategy; and technology. The results show that culture and people have a substantial impact on KMS's performance, emphasizing the need of cultivating a supportive company culture and empowering employees. Furthermore, strategy and technology were shown to be critical in allowing effective knowledge management practices in the service industry. The research also investigates the moderating impacts of culture on these linkages, demonstrating that culture modulates the impact of process, technology, and strategy on KMS. However, it was shown that the interplay between culture and people did not substantially alter the link between people and KMS. These results provide useful insights for firms looking to improve their knowledge management methods, underlining the need to take culture into account and aligning it with strategic goals and technology solutions. While the study adds to our understanding of knowledge management in the service industry, further research is needed to investigate other elements and situations. Overall, this research has practical significance for firms looking to enhance their knowledge management activities and overall organizational performance.

The purpose of this study is to analyze sharia microfinance strategies to encourage the economy at the community level such as the Integrated Business Centers (BMT) based on Sharia principles. Primary data were obtained from questionnaires on 283 BMT managers in Java. Using PLS analysis, strengthening corporate performance is measured by Islamic business ethics with intellectual capital as mediation. This model construct is unique and provides value in this study. The results showed that the strength of the external environment did not directly affect the performance of the BMT; Islamic business ethics and intellectual capital have positive and significant effects on BMT performance; and Intellectual capital is proven to mediate the indirect effect of the strength of the external environment and Islamic business ethics on BMT performance. Islamic Business Ethics in its application greatly supports the vision and mission of BMT. With the good implementation of Islamic Business Ethics, the level of customer confidence from BMT increases and will automatically increase BMT performance. Strength of the External Environment able to influence BMT performance after mediation from the Intellectual Capital. Intellectual Capital owned by BMT employees is an inseparable part and greatly supports BMT performance. This is evident in this study in which qualified intellectual capital from the employees had a good impact on improving BMT performance.

Tourism has been represented among the most important economic sectors that influence the development of the majority of world societies. However, in the face of this more dynamic environment, hotels have to find the best ways to improve their performance. To that end, data for the study were collected from 300 representatives of three, four and five start hotels’ top management. The results reveal that, corporate social responsibility, hotel image, and error management culture can improve hotel performance. These results can help managers direct their attention toward understanding the importance of practicing corporate social responsibility for sustainable hotel performance and improving image of hotel.

Village tourism is one of the alternative forms of sustainable tourism that began to be developed in Bali. Bongkasa Pertiwi tourism village is one of the villages designated as a tourist village with a variety of natural potential. The purpose of this research is to analyze the strategy and development program of the Bongkasa Pertiwi Tourism Village, and to analyze the factors that play a role in the sustainability of the Bongkasa Pertiwi Tourism Village. The main data collection technique in this study is through FGD, the results of which are input to the SWOT and MICMAC analysis. The results of the SWOT analysis show that Bongkasa Pertiwi Tourism Village has strong category competitiveness, and high category attractiveness as a tourist village, so the strategic position of the development of the Kenderan tourism village is in the condition of growth and build. The three main factors in the sustainability of a tourist village are the uniqueness of the tourist village, the competence of human resources, and the presence of a driving force that has a link with stakeholders.

This paper investigates the effects of different factors influencing on the successful implementation of the business process re-engineering (BPR) in Iran. The study selects 386 experts randomly and using some statistical tests examines the effects of four groups of factors including strategic, organizational, methodologic and technological & educational issues on the success of the BPR implementation in Iran. The study designs a questionnaire in Likert scale and distributes it among some experts where Cronbach alpha was calculated as 0.71. The implementation of Pearson correlation ratio has confirmed that technological and educational factors marinated the highest effects (r = 0.523, Sig. = 0.000) followed by strategic (r = 0.505, Sig. = 0.000), organizational (r = 0.352, Sig. = 0.000) and methodologic issues (r = 0.267, Sig. = 0.000). In addition, the implementation of Stepwise regression has confirmed that technological & educational, strategic and methodologic factors influence on BPR in Iran.

Nowadays, due to the transition from the old economic model to the global village constituting patterns, different functional requirements are needed. In other words, for success in the modern production management, strategic decisions must create the conditions for taking new systems for enterprises and create conditions for the competitiveness of manufacturing firms. This paper presents a survey on diagnosing barriers to make strategic decisions in a manufacturing firm named Pakshoo company in city of Tehran, Iran. The study tries to find the obstacles for the implementation of strategic decisions in this firm. The study determines 14 different factors influencing on the development of strategic planning and using analytical hierarchy process, prioritize them, accordingly. In our survey, behavioral factors are considered as the most important factors followed by structural and context issues.

It is very important to manage and control projects with the consideration of the triple constraints; namely time, cost and scope. It is also extremely important to manage the scope and all the procurements needed to complete any project. During the project’s lifecycle many changes take place, either positively or negatively, which should be controlled. If the changes are not controlled we may have scope creep that has negative effect on the project. It is commonly considered a negative incident, and thus, should be kept away from the project. By considering this concept, in this paper, we discuss scope change and managing scope and fuzzy analytical hierarchy process is used in selecting the best strategy to manage scope change in projects.

This paper presents an exploratory factor analysis on knowledge management and organizational innovation items influencing on organizational strategy. The study designs a questionnaire in Likert scale and distributes it among 210 employees in an insurance firm named Dana located in Iran. Cronbach alpha has been well above 0.90, which confirms the validity of the overall survey. Using principle component analysis, the study extracts six critical success factors influencing on knowledge management including knowledge management processes, organizational culture, organizational structure, human resources, information technology, top management support and three factors of innovation including product innovation, process innovation, and organizational performance.

In order to improve the organizational performance, strategies in the human resources are among the elements taken into consideration. On this basis, the present research is aimed at studying the role of human resources strategies in the organizational performance of Barij Essence Kashan Pharmaceutical Company. In terms of goal, the present research is descriptive- correlative and in terms of data collection, the survey method has been used. The main means of research data collection has been questionnaires and the validity and consistency tests have been carried out on the questionnaires. The statistical population is consisted of managers, directors, and experts of the Barij Essence Kashan Pharmaceutical Company during the winter of 2013-2014. Simple random sampling method has been used in the research and the number of people in the statistical population is 48. In research data collection, both library and field (questionnaire) methods have been used. The Pearson correlation coefficient and the multivariate regression have been employed in analysis of the data. By verifying the examined hypothesis, the findings of the research reveal that the human resources strategies generally influence on the organizational performance in five groups of absorption and employment strategy, human resources development strategy, performance management strategy, service compensation strategy, and employees’ relations strategy.