Shahid Beheshti University - Faculty of Management and AccountingJournal of Business Management Perspective2251-6050246420251222Toward a Unified Theory of Time-Based Strategy: A Proposal for Integrating Strategic Schools of Thought and Conceptual DeepeningToward a Unified Theory of Time-Based Strategy: A Proposal for Integrating Strategic Schools of Thought and Conceptual Deepening1910682810.48308/jbmp.2026.243682.1733FABahmanHajipourAssociate Professor Department of Business Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran.Journal Article20260123<strong>Introduction:</strong> The field of strategic management, despite extensive development and knowledge accumulation in recent decades, continues to grapple with epistemological fragmentation. Numerous schools of thought emphasize specific dimensions of strategy formation and implementation; however, this diversity frequently results in a lack of conceptual and practical coherence when addressing complex organizational challenges in dynamic environments (Mintzberg et al., 1998; Elfring & Volberda, 1996). Such fragmentation not only hinders a comprehensive understanding of strategy but also poses significant challenges to the simultaneous application of insights from diverse schools in managerial practice.<br />This paper proposes time as a central and unifying construct to integrate various strategic schools within a cohesive framework. Time, viewed as a multidimensional lens, interconnects the past (accumulated knowledge and path dependence), the present (immediate challenges and operational responses), and the future (innovative orientation and long-term vision). This temporal integration approach facilitates dynamic interactions between short-term and long-term decisions, enabling organizations to leverage the complementary strengths of multiple schools concurrently. The core research question guiding this inquiry is: What makes time a foundational strategic construct? Addressing this question paves the way for a more unified theory that balances static and dynamic approaches, as well as deliberate and emergent processes.<br /><strong>Literature Review:</strong> From Static to Dynamic Perspectives and the Central Role of Time Traditional strategic management approaches have predominantly relied on static models, assuming that organizations operate in relatively stable and predictable environments, with an emphasis on equilibrium, positioning, and optimal resource allocation (Pettigrew, 1992). While these perspectives offer valuable insights into comparative analysis and the sustainability of competitive advantage, their limitations become evident in turbulent environments characterized by rapid change.<br />In contrast, recent advancements have shifted toward dynamic theories, conceptualizing organizations as adaptive systems. Dynamic capabilities theory underscores the organization’s capacity to renew, integrate, and reconfigure internal and external competencies in response to environmental shifts (Teece et al., 1997). This perspective highlights the pivotal role of time: competencies accumulate, adapt, or erode over time, while past decisions create path dependence that constrains future options.<br />Time plays a prominent role across various strategic schools. Mintzberg’s configurational approach (1990) examines strategy processes and contexts within temporal settings, advocating longitudinal analysis of strategy evolution. Tsoukas’ organic perspective views organizations as evolving entities in which the past, present, and future are organically intertwined. Key models include punctuated equilibrium (Romanelli & Tushman, 1994), the irreversibility of strategic commitments (Ghemawat, 1991), and Porter’s causal chain (1991), all underscoring time’s influence on continuity and change.<br /><strong>Methodology:</strong> Comparative and Integrative Approach: The proposed methodology rests on a comparative analysis of strategic schools and the construction of a multilayered temporal framework, structured in three phases:<br /><br />Phase 1: Identification of Temporal Orientations - Design and positioning schools primarily rely on objective clock time, focusing on sequential planning and measurable milestones. Cultural and environmental schools emphasize subjective and cultural dimensions of time. The learning school is past-oriented, the entrepreneurship school is future-oriented, and the cognitive school is integrative across temporal dimensions.<br />Phase 2: Key Temporal Features -Three foundational attributes for comparison are identified: (1) irreversibility (past decisions limit future options and create path dependence; Ghemawat, 1991; Teece et al., 1997); (2) the nature of strategic change (incremental vs. revolutionary; Romanelli & Tushman, 1994); and (3) interconnectedness (linkages across past, present, and future; Porter, 1991).<br />Phase 3: Multilayered Temporal Framework - Schools are classified into temporal layers: past (learning), present (operational schools such as design, planning, power, culture, and environment), future (entrepreneurship), and an integrative layer (cognition as a cross-temporal bridge).<br /><br /><strong>Results:</strong> Temporal Model of Strategic Schools The proposed framework demonstrates that, despite differing temporal foci, the schools are complementary within a unified structure. The cognitive school plays a pivotal integrative role, enabling the synthesis of past insights, present realities, and future aspirations.<br /><strong>Discussion:</strong> Strengths, Limitations, and Conceptual Deepening Integrating time as a unifying construct balances stability (static foundations) and adaptability (dynamic renewal), thereby enhancing cross-functional alignment, organizational resilience, and sustained innovation. Nevertheless, the framework remains largely theoretical and requires longitudinal empirical validation across diverse industries and cultural contexts. The risk of oversimplifying time’s multidimensionality (e.g., event time or process time) necessitates further scrutiny.<br />Time-based strategy, as a foundational construct, bridges gaps among schools and offers a comprehensive, dynamic, and forward-looking approach. It empowers organizations to maintain short-term adaptability without sacrificing long-term direction, foster functional alignment, and ground innovation in historical knowledge. Future research avenues include longitudinal case studies, the development of temporal feature measurement tools, and applications in turbulent settings (e.g., transitioning economies).<br />Future Research Directions: This approach invites fundamental rethinking in strategic management toward a more integrated, adaptive, and practical discipline. Given the theoretical limitations of the proposed framework and the need for empirical and applied deepening, the following research paths are suggested:<br />Empirical examination of the multilayered temporal framework in turbulent industries: Testing the cognitive school’s role as a cross-temporal integrator in Iranian organizations under economic sanctions (focusing on real-world applications in Iran through longitudinal methods and multiple case studies to assess the cognitive layer’s impact on organizational adaptability).<br />The role of path dependence and temporal features in strategic decision-making: Quantitative analysis of the impact of past commitments on future flexibility in knowledge-based firms (using statistical models and panel data to measure path dependence and test irreversibility-related hypotheses).<br />Differentiation between incremental and revolutionary changes within the temporal framework: A comparative study of punctuated equilibrium patterns in Iran’s information technology sector versus traditional industries (empirical investigation of the nature of change using mixed qualitative and quantitative methods, comparing the speed and scope of transformation across environments).<br />Interconnectedness of temporal dimensions and cross-functional alignment: Testing the effect of the past–present–future integration model on organizational performance in multifunctional firms (examining interconnectedness with emphasis on functional synergy and structural equation modeling (SEM) to assess strategic coherence).<br />Impact of temporal orientations (objective, subjective, cultural) on sustained innovation: A longitudinal study of the roles of the entrepreneurship and learning schools in knowledge-intensive organizations (empirical examination of temporal layers’ influence on innovation using panel data and indicators such as patent rates or new product development).<br />Temporal integration and dynamic capabilities: Developing a hybrid model to explain competency renewal in uncertain environments with emphasis on temporal features (linking the proposed framework to dynamic capabilities theory (Teece et al., 1997) and testing it in technology or export-oriented industries in Iran).<br />Time-based strategy in confronting temporal tensions: A qualitative analysis of managing short-termism versus long-term orientation conflicts among senior Iranian managers (focusing on temporal work and real organizational tensions using phenomenological or grounded theory approaches).<br />Application of the multilayered temporal framework in nonprofit and public organizations: Comparison with the private sector and proposals for operational tools in public policymaking (extending the framework to public and nonprofit domains, emphasizing cultural and subjective time-related challenges in Iran’s governmental sector).<strong>Introduction:</strong> The field of strategic management, despite extensive development and knowledge accumulation in recent decades, continues to grapple with epistemological fragmentation. Numerous schools of thought emphasize specific dimensions of strategy formation and implementation; however, this diversity frequently results in a lack of conceptual and practical coherence when addressing complex organizational challenges in dynamic environments (Mintzberg et al., 1998; Elfring & Volberda, 1996). Such fragmentation not only hinders a comprehensive understanding of strategy but also poses significant challenges to the simultaneous application of insights from diverse schools in managerial practice.<br />This paper proposes time as a central and unifying construct to integrate various strategic schools within a cohesive framework. Time, viewed as a multidimensional lens, interconnects the past (accumulated knowledge and path dependence), the present (immediate challenges and operational responses), and the future (innovative orientation and long-term vision). This temporal integration approach facilitates dynamic interactions between short-term and long-term decisions, enabling organizations to leverage the complementary strengths of multiple schools concurrently. The core research question guiding this inquiry is: What makes time a foundational strategic construct? Addressing this question paves the way for a more unified theory that balances static and dynamic approaches, as well as deliberate and emergent processes.<br /><strong>Literature Review:</strong> From Static to Dynamic Perspectives and the Central Role of Time Traditional strategic management approaches have predominantly relied on static models, assuming that organizations operate in relatively stable and predictable environments, with an emphasis on equilibrium, positioning, and optimal resource allocation (Pettigrew, 1992). While these perspectives offer valuable insights into comparative analysis and the sustainability of competitive advantage, their limitations become evident in turbulent environments characterized by rapid change.<br />In contrast, recent advancements have shifted toward dynamic theories, conceptualizing organizations as adaptive systems. Dynamic capabilities theory underscores the organization’s capacity to renew, integrate, and reconfigure internal and external competencies in response to environmental shifts (Teece et al., 1997). This perspective highlights the pivotal role of time: competencies accumulate, adapt, or erode over time, while past decisions create path dependence that constrains future options.<br />Time plays a prominent role across various strategic schools. Mintzberg’s configurational approach (1990) examines strategy processes and contexts within temporal settings, advocating longitudinal analysis of strategy evolution. Tsoukas’ organic perspective views organizations as evolving entities in which the past, present, and future are organically intertwined. Key models include punctuated equilibrium (Romanelli & Tushman, 1994), the irreversibility of strategic commitments (Ghemawat, 1991), and Porter’s causal chain (1991), all underscoring time’s influence on continuity and change.<br /><strong>Methodology:</strong> Comparative and Integrative Approach: The proposed methodology rests on a comparative analysis of strategic schools and the construction of a multilayered temporal framework, structured in three phases:<br /><br />Phase 1: Identification of Temporal Orientations - Design and positioning schools primarily rely on objective clock time, focusing on sequential planning and measurable milestones. Cultural and environmental schools emphasize subjective and cultural dimensions of time. The learning school is past-oriented, the entrepreneurship school is future-oriented, and the cognitive school is integrative across temporal dimensions.<br />Phase 2: Key Temporal Features -Three foundational attributes for comparison are identified: (1) irreversibility (past decisions limit future options and create path dependence; Ghemawat, 1991; Teece et al., 1997); (2) the nature of strategic change (incremental vs. revolutionary; Romanelli & Tushman, 1994); and (3) interconnectedness (linkages across past, present, and future; Porter, 1991).<br />Phase 3: Multilayered Temporal Framework - Schools are classified into temporal layers: past (learning), present (operational schools such as design, planning, power, culture, and environment), future (entrepreneurship), and an integrative layer (cognition as a cross-temporal bridge).<br /><br /><strong>Results:</strong> Temporal Model of Strategic Schools The proposed framework demonstrates that, despite differing temporal foci, the schools are complementary within a unified structure. The cognitive school plays a pivotal integrative role, enabling the synthesis of past insights, present realities, and future aspirations.<br /><strong>Discussion:</strong> Strengths, Limitations, and Conceptual Deepening Integrating time as a unifying construct balances stability (static foundations) and adaptability (dynamic renewal), thereby enhancing cross-functional alignment, organizational resilience, and sustained innovation. Nevertheless, the framework remains largely theoretical and requires longitudinal empirical validation across diverse industries and cultural contexts. The risk of oversimplifying time’s multidimensionality (e.g., event time or process time) necessitates further scrutiny.<br />Time-based strategy, as a foundational construct, bridges gaps among schools and offers a comprehensive, dynamic, and forward-looking approach. It empowers organizations to maintain short-term adaptability without sacrificing long-term direction, foster functional alignment, and ground innovation in historical knowledge. Future research avenues include longitudinal case studies, the development of temporal feature measurement tools, and applications in turbulent settings (e.g., transitioning economies).<br />Future Research Directions: This approach invites fundamental rethinking in strategic management toward a more integrated, adaptive, and practical discipline. Given the theoretical limitations of the proposed framework and the need for empirical and applied deepening, the following research paths are suggested:<br />Empirical examination of the multilayered temporal framework in turbulent industries: Testing the cognitive school’s role as a cross-temporal integrator in Iranian organizations under economic sanctions (focusing on real-world applications in Iran through longitudinal methods and multiple case studies to assess the cognitive layer’s impact on organizational adaptability).<br />The role of path dependence and temporal features in strategic decision-making: Quantitative analysis of the impact of past commitments on future flexibility in knowledge-based firms (using statistical models and panel data to measure path dependence and test irreversibility-related hypotheses).<br />Differentiation between incremental and revolutionary changes within the temporal framework: A comparative study of punctuated equilibrium patterns in Iran’s information technology sector versus traditional industries (empirical investigation of the nature of change using mixed qualitative and quantitative methods, comparing the speed and scope of transformation across environments).<br />Interconnectedness of temporal dimensions and cross-functional alignment: Testing the effect of the past–present–future integration model on organizational performance in multifunctional firms (examining interconnectedness with emphasis on functional synergy and structural equation modeling (SEM) to assess strategic coherence).<br />Impact of temporal orientations (objective, subjective, cultural) on sustained innovation: A longitudinal study of the roles of the entrepreneurship and learning schools in knowledge-intensive organizations (empirical examination of temporal layers’ influence on innovation using panel data and indicators such as patent rates or new product development).<br />Temporal integration and dynamic capabilities: Developing a hybrid model to explain competency renewal in uncertain environments with emphasis on temporal features (linking the proposed framework to dynamic capabilities theory (Teece et al., 1997) and testing it in technology or export-oriented industries in Iran).<br />Time-based strategy in confronting temporal tensions: A qualitative analysis of managing short-termism versus long-term orientation conflicts among senior Iranian managers (focusing on temporal work and real organizational tensions using phenomenological or grounded theory approaches).<br />Application of the multilayered temporal framework in nonprofit and public organizations: Comparison with the private sector and proposals for operational tools in public policymaking (extending the framework to public and nonprofit domains, emphasizing cultural and subjective time-related challenges in Iran’s governmental sector).https://jbmp.sbu.ac.ir/article_106828_9a8a1e76f6b9b556c7f596611bc3736d.pdfShahid Beheshti University - Faculty of Management and AccountingJournal of Business Management Perspective2251-6050246420251222Presenting a multifaceted and indigenous model of child consumer behavior in the computer games industryPresenting a multifaceted and indigenous model of child consumer behavior in the computer games industry103610657710.48308/jbmp.2025.240110.1674FASeyyed Mohammad MahdiSadeghiDepartment of Business Management, Faculty of Islamic Studies and Management, Imam Sadiq University, Tehran, I. R. Iran.NaderJafari HaftkhaniDepartment of Business Management, Faculty of Islamic Studies and Management, Imam Sadegh University, Tehran. I. R. Iran.AbdollahBicheranlouDepartment of Social Communication, Faculty of Social Sciences, University of Tehran, Tehran. I. R. Iran.Journal Article20250525<strong>Objectives:</strong> In the current digital age, computer games have become a pervasive form of entertainment, involving significant time and financial investment from families. According to the latest national survey by DIREC (2024), over 34 million Iranians are active gamers, with children and adolescents forming a substantial portion of this demographic. Understanding the consumption behavior of this group is crucial for parents, policymakers, and industry stakeholders. However, the existing literature often focuses on adult audiences or the behavioral outcomes of gaming (e.g., addiction), neglecting the complex decision‑making process children undergo from need recognition to game acquisition. This gap is particularly pronounced in Iran due to unique cultural, economic, and structural characteristics, such as the prominent role of parental mediation, intense peer influence, and specific market barriers such as international sanctions. Therefore, the primary problem is the lack of a comprehensive, indigenous model explaining how Iranian children navigate these factors. This study aims to fill this gap by developing a multifaceted conceptual model using a systematic grounded theory approach to identify the process and key factors influencing computer game purchase decisions among Iranian children.<br /><strong>Methods:</strong> This study employed a qualitative approach using the systematic grounded theory strategy (Strauss & Corbin, 2015). Data were collected through 18 semi‑structured, in‑depth interviews with three main groups in Tehran, Mashhad, and Ahvaz: (1) Iranian children aged 7 to 13 with active gaming experience (n = 8); (2) mothers involved in their children’s gaming decisions (n = 3); and (3) game sellers and game‑net managers familiar with the market (n = 7). Sampling began purposively to ensure maximum variation and continued with theoretical sampling until data saturation was achieved. Data analysis involved three stages—open, axial, and selective coding—using the constant comparative method. Rigor was ensured through prolonged engagement, peer debriefing, and triangulation of data sources.<br /><strong>Findings:</strong> The systematic analysis revealed a core category termed child‑centered multifaceted navigation in game purchase decision‑making, which represents the intersection of individual, familial, social, and commercial factors in the Iranian market. The resulting model illustrates a dynamic process in which internal needs such as fun and challenge, alongside external stimuli such as peer influence and media exposure, trigger the decision‑making process. Subsequently, the child engages in a multi‑criteria evaluation of the game’s intrinsic attractiveness, skill fit, and feasibility. This process occurs within the context of the child’s individual characteristics, socio‑cultural environment, and economic conditions. Situational factors facilitating or inhibiting the process include technical infrastructure, active parental mediation, and, specifically, Iran’s unique market barriers such as sanctions and the prevalence of pirated versions. To manage these constraints, children employ active strategies, including targeted information searches and active negotiation with parents. Finally, the outcomes range from game acquisition to experiential emotions, learning for future decisions, and broader social or familial impacts.<br /><strong>Conclusion:</strong> The study provides a context‑specific model demonstrating that game selection for Iranian children is not a linear choice but rather a “multifaceted navigation” process in which the child is the central actor, yet is heavily constrained by parental mediation and structural market barriers. A key theoretical contribution is the identification of indigenous categories such as “Active Negotiation Patterns” and “Specific Iranian Market Barriers,” which are absent from classical models. Practical implications suggest an urgent need for enhanced media literacy programs for parents to shift from restrictive to active mediation. For developers, the findings highlight the critical value of high‑quality localization (Persian language and cultural alignment) as a key differentiator. Policymakers are advised to address infrastructure challenges and facilitate legal access to games in order to reduce reliance on informal markets.<strong>Objectives:</strong> In the current digital age, computer games have become a pervasive form of entertainment, involving significant time and financial investment from families. According to the latest national survey by DIREC (2024), over 34 million Iranians are active gamers, with children and adolescents forming a substantial portion of this demographic. Understanding the consumption behavior of this group is crucial for parents, policymakers, and industry stakeholders. However, the existing literature often focuses on adult audiences or the behavioral outcomes of gaming (e.g., addiction), neglecting the complex decision‑making process children undergo from need recognition to game acquisition. This gap is particularly pronounced in Iran due to unique cultural, economic, and structural characteristics, such as the prominent role of parental mediation, intense peer influence, and specific market barriers such as international sanctions. Therefore, the primary problem is the lack of a comprehensive, indigenous model explaining how Iranian children navigate these factors. This study aims to fill this gap by developing a multifaceted conceptual model using a systematic grounded theory approach to identify the process and key factors influencing computer game purchase decisions among Iranian children.<br /><strong>Methods:</strong> This study employed a qualitative approach using the systematic grounded theory strategy (Strauss & Corbin, 2015). Data were collected through 18 semi‑structured, in‑depth interviews with three main groups in Tehran, Mashhad, and Ahvaz: (1) Iranian children aged 7 to 13 with active gaming experience (n = 8); (2) mothers involved in their children’s gaming decisions (n = 3); and (3) game sellers and game‑net managers familiar with the market (n = 7). Sampling began purposively to ensure maximum variation and continued with theoretical sampling until data saturation was achieved. Data analysis involved three stages—open, axial, and selective coding—using the constant comparative method. Rigor was ensured through prolonged engagement, peer debriefing, and triangulation of data sources.<br /><strong>Findings:</strong> The systematic analysis revealed a core category termed child‑centered multifaceted navigation in game purchase decision‑making, which represents the intersection of individual, familial, social, and commercial factors in the Iranian market. The resulting model illustrates a dynamic process in which internal needs such as fun and challenge, alongside external stimuli such as peer influence and media exposure, trigger the decision‑making process. Subsequently, the child engages in a multi‑criteria evaluation of the game’s intrinsic attractiveness, skill fit, and feasibility. This process occurs within the context of the child’s individual characteristics, socio‑cultural environment, and economic conditions. Situational factors facilitating or inhibiting the process include technical infrastructure, active parental mediation, and, specifically, Iran’s unique market barriers such as sanctions and the prevalence of pirated versions. To manage these constraints, children employ active strategies, including targeted information searches and active negotiation with parents. Finally, the outcomes range from game acquisition to experiential emotions, learning for future decisions, and broader social or familial impacts.<br /><strong>Conclusion:</strong> The study provides a context‑specific model demonstrating that game selection for Iranian children is not a linear choice but rather a “multifaceted navigation” process in which the child is the central actor, yet is heavily constrained by parental mediation and structural market barriers. A key theoretical contribution is the identification of indigenous categories such as “Active Negotiation Patterns” and “Specific Iranian Market Barriers,” which are absent from classical models. Practical implications suggest an urgent need for enhanced media literacy programs for parents to shift from restrictive to active mediation. For developers, the findings highlight the critical value of high‑quality localization (Persian language and cultural alignment) as a key differentiator. Policymakers are advised to address infrastructure challenges and facilitate legal access to games in order to reduce reliance on informal markets.https://jbmp.sbu.ac.ir/article_106577_e5dfff22240695335a0159bf516c26fe.pdfShahid Beheshti University - Faculty of Management and AccountingJournal of Business Management Perspective2251-6050246420251202Exploring the Role of Blockchain Capabilities in the Performance of the Banking Industry with an Emphasis on the Mediating Role of Competitive AdvantageExploring the Role of Blockchain Capabilities in the Performance of the Banking Industry with an Emphasis on the Mediating Role of Competitive Advantage376010668910.48308/jbmp.2026.241605.1705FAHamzehAghababaeiDepartment of Industrial Management, Faculty of Economics, Management, and Administrations, Semnan University,Semnan. I. R. Iran.MohsenShafiei NikabadiDepartment of Industrial Management, Faculty of Economics, Management, and Administrations, Semnan University, Semnan. I. R. Iran.Journal Article20250919<strong>Objectives:</strong> The present study aims to investigate the role of blockchain capabilities in the performance of the banking industry, considering the mediating effect of competitive advantage. In the context of rapid digital transformation affecting financial institutions worldwide, blockchain technology has emerged as one of the most disruptive innovations, capable of reshaping traditional banking systems through enhanced transparency, decentralization, and data security. Consequently, understanding how these capabilities contribute to improved bank performance and competitive positioning has become an essential focus for both researchers and practitioners.
<br /><strong>Methods: </strong>This research is applied in nature and descriptive–survey in method. The statistical population comprises 91 employees from the central offices of Bank Mellat in Shiraz, selected using Cochran’s sampling formula to ensure the representativeness of managers and digital banking specialists. Data were collected using a researcher-designed questionnaire consisting of 44 items measured on a five-point Likert scale, designed to capture multiple dimensions of blockchain capabilities, such as security, transparency, immutability, traceability, and transaction efficiency. Reliability analysis was conducted using Cronbach’s alpha, which exceeded 0.7 for all constructs, confirming acceptable internal consistency and measurement reliability. For hypothesis testing, structural equation modeling (SEM) was implemented using SmartPLS software to examine the causal relationships among the variables.
<br /><strong>Findings:</strong> Empirical findings confirm that blockchain capabilities exert a significant and positive influence on banking industry performance. Banks that actively integrate blockchain into their operations tend to experience improvements in financial efficiency, customer satisfaction, innovation capability, and overall service quality.This effect is particularly pronounced in areas involving secure data exchange, fraud prevention, and instantaneous settlement processes, which align with the strategic goals of high-performance banking systems. Moreover, the results reveal that competitive advantage also has a significant positive effect on banking performance. Institutions capable of differentiating their digital services, responding flexibly to market demands, and reducing operational costs demonstrate superior performance outcomes compared to competitors operating under more conventional models.The mediation analysis further provides evidence that competitive advantage partially mediates the relationship between blockchain capabilities and banking performance. This finding suggests that the influence of blockchain technology is not only direct but also indirect-operating through the enhancement of strategic competitiveness. Banks that strategically deploy blockchain to support their innovation agendas and customer trust mechanisms tend to achieve sustainable gains in market position and long-term profitability. Given the current complexities and emerging challenges confronting the banking industry (including increasing regulatory requirements, rapid technological change, and intensified competition from non-bank entities) the adoption of blockchain capabilities serves as a critical enabler of resilience and agility. The study therefore recommends that banking managers adopt a systematic and proactive approach toward identifying, developing, and integrating blockchain capabilities into their strategic.
<br /><strong>Conclusion:</strong> In conclusion, this study underscores the strategic linkage between technological capability, competitive advantage, and organizational performance within the banking sector. It provides valuable theoretical and practical insights for advancing research in smart banking, digital finance, and blockchain-enabled management, thereby contributing to a broader understanding of innovation-driven competitive dynamics in modern financial ecosystems.<br /><br /><strong>Objectives:</strong> The present study aims to investigate the role of blockchain capabilities in the performance of the banking industry, considering the mediating effect of competitive advantage. In the context of rapid digital transformation affecting financial institutions worldwide, blockchain technology has emerged as one of the most disruptive innovations, capable of reshaping traditional banking systems through enhanced transparency, decentralization, and data security. Consequently, understanding how these capabilities contribute to improved bank performance and competitive positioning has become an essential focus for both researchers and practitioners.
<br /><strong>Methods: </strong>This research is applied in nature and descriptive–survey in method. The statistical population comprises 91 employees from the central offices of Bank Mellat in Shiraz, selected using Cochran’s sampling formula to ensure the representativeness of managers and digital banking specialists. Data were collected using a researcher-designed questionnaire consisting of 44 items measured on a five-point Likert scale, designed to capture multiple dimensions of blockchain capabilities, such as security, transparency, immutability, traceability, and transaction efficiency. Reliability analysis was conducted using Cronbach’s alpha, which exceeded 0.7 for all constructs, confirming acceptable internal consistency and measurement reliability. For hypothesis testing, structural equation modeling (SEM) was implemented using SmartPLS software to examine the causal relationships among the variables.
<br /><strong>Findings:</strong> Empirical findings confirm that blockchain capabilities exert a significant and positive influence on banking industry performance. Banks that actively integrate blockchain into their operations tend to experience improvements in financial efficiency, customer satisfaction, innovation capability, and overall service quality.This effect is particularly pronounced in areas involving secure data exchange, fraud prevention, and instantaneous settlement processes, which align with the strategic goals of high-performance banking systems. Moreover, the results reveal that competitive advantage also has a significant positive effect on banking performance. Institutions capable of differentiating their digital services, responding flexibly to market demands, and reducing operational costs demonstrate superior performance outcomes compared to competitors operating under more conventional models.The mediation analysis further provides evidence that competitive advantage partially mediates the relationship between blockchain capabilities and banking performance. This finding suggests that the influence of blockchain technology is not only direct but also indirect-operating through the enhancement of strategic competitiveness. Banks that strategically deploy blockchain to support their innovation agendas and customer trust mechanisms tend to achieve sustainable gains in market position and long-term profitability. Given the current complexities and emerging challenges confronting the banking industry (including increasing regulatory requirements, rapid technological change, and intensified competition from non-bank entities) the adoption of blockchain capabilities serves as a critical enabler of resilience and agility. The study therefore recommends that banking managers adopt a systematic and proactive approach toward identifying, developing, and integrating blockchain capabilities into their strategic.
<br /><strong>Conclusion:</strong> In conclusion, this study underscores the strategic linkage between technological capability, competitive advantage, and organizational performance within the banking sector. It provides valuable theoretical and practical insights for advancing research in smart banking, digital finance, and blockchain-enabled management, thereby contributing to a broader understanding of innovation-driven competitive dynamics in modern financial ecosystems.<br /><br />https://jbmp.sbu.ac.ir/article_106689_fbc4df80c2522a15d68868a75fc684a9.pdfShahid Beheshti University - Faculty of Management and AccountingJournal of Business Management Perspective2251-6050246420251222Developing an Indigenous Model of Organizational Entrepreneurship in Knowledge-Based Companies Using a Grounded Theory ApproachDeveloping an Indigenous Model of Organizational Entrepreneurship in Knowledge-Based Companies Using a Grounded Theory Approach618010682710.48308/jbmp.2026.241472.1703FAMohammad AliBeglariDepartment of Management and Entrepreneurship, Qazvin Branch, Islamic Azad University, Qazvin, Iran0000-0000-0000-0001MahdiHosseinpourDepartment of Interdisciplinary Sciences, Faculty of Strategic Sciences and Technologies, Razi University, Kermanshah, Iran.ParvizSaketiDepartment of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, IranMohammadMohammadnejadDepartment of Industrial Engineering, Razi University, Kermanshah, IranJournal Article20250910<strong>Objectives:</strong> Organizational entrepreneurship represents a transformative approach that enables organizations to cultivate innovation, enhance competitiveness, and create sustainable value in knowledge-intensive environments. In the context of knowledge-based companies, which serve as critical engines for economic growth and technological advancement, organizational entrepreneurship becomes particularly vital for maintaining competitive advantage in rapidly evolving markets. These companies, characterized by their reliance on intellectual capital and technological innovation, require specialized entrepreneurial drivers that align with their unique operational dynamics and strategic objectives. The present study aims to develop a comprehensive, contextually relevant model of organizational entrepreneurship drivers specifically tailored to the needs and challenges of knowledge-based companies operating in emerging economies.<br /><br /><strong>Methods:</strong> This research employs a rigorous qualitative approach based on the Grounded Theory methodology, following the systematic coding procedures developed by Strauss and Corbin. The study population comprised 29 carefully selected participants, including senior academic experts specializing in entrepreneurship and innovation, experienced management consultants with proven track records in knowledge-based enterprises, and founders or senior executives of established knowledge-based companies in Kermanshah Province. The sampling strategy utilized purposive and snowball sampling techniques to ensure the inclusion of information-rich cases that could provide deep insights into the phenomenon under investigation. Data collection continued until theoretical saturation was achieved, ensuring comprehensive coverage of all relevant concepts and categories. The trustworthiness of the research was established through multiple validation strategies, including member checking, expert validation, and peer debriefing. For reliability assessment, inter-coder agreement was measured using Cohen’s Kappa coefficient, which yielded a robust value of 0.87, indicating strong reliability and consistency in the coding process.<br /><strong>Findings:</strong> The analysis revealed a sophisticated multi-dimensional framework of organizational entrepreneurship drivers, organized into five interconnected dimensions:<br />Causal Factors: The fundamental drivers initiating entrepreneurial activities include strategic leadership commitment, characterized by active top management support and visionary guidance; organizational architecture, featuring flexible structures and decentralized decision-making processes; and the knowledge ecosystem, encompassing open communication channels and systematic knowledge-sharing mechanisms.<br />Contextual Factors: The environmental enablers comprise market dynamics and business environment conditions; technological infrastructure, including advanced information and communication technology systems; the financial ecosystem, involving accessible funding sources and investment opportunities; academic–industrial collaboration through interaction with educational and research institutions; and supportive government policies and regulatory frameworks.<br />Intervening Factors: The mediating influences include organizational culture elements such as innovation climate and risk tolerance; structural characteristics involving hierarchy and coordination mechanisms; leadership styles and management approaches; resource configurations including human, financial, and technological assets; and stakeholder engagement strategies.<br />Strategic Initiatives: The implementation approaches encompass strategic orientation through clear business strategies and competitive positioning; knowledge management systems facilitating organizational learning and capability development; and motivation structures including comprehensive reward and incentive systems aligned with entrepreneurial outcomes.<br />Outcomes and Impacts: The resulting manifestations include cultural transformation toward an entrepreneurial mindset and behaviors; human capital development through employee empowerment and continuous training; innovation pipeline management via systematic project prioritization; and collaborative synergy through cross-functional integration and partnership development.<br /><br /><strong>Conclusion: </strong>The proposed model offers a holistic framework that captures the complex interplay of factors driving organizational entrepreneurship in knowledge-based companies. The research contributes significantly to both theoretical understanding and practical implementation by providing a structured approach to fostering entrepreneurial capabilities within knowledge-intensive organizations. The model emphasizes the importance of simultaneous attention to all identified dimensions and suggests that successful organizational entrepreneurship implementation requires strategic alignment across multiple organizational levels and functions. For practitioners, the study offers actionable insights for designing intervention strategies and development programs, while for researchers, it provides a foundation for further empirical validation and theoretical refinement in different contextual settings.<strong>Objectives:</strong> Organizational entrepreneurship represents a transformative approach that enables organizations to cultivate innovation, enhance competitiveness, and create sustainable value in knowledge-intensive environments. In the context of knowledge-based companies, which serve as critical engines for economic growth and technological advancement, organizational entrepreneurship becomes particularly vital for maintaining competitive advantage in rapidly evolving markets. These companies, characterized by their reliance on intellectual capital and technological innovation, require specialized entrepreneurial drivers that align with their unique operational dynamics and strategic objectives. The present study aims to develop a comprehensive, contextually relevant model of organizational entrepreneurship drivers specifically tailored to the needs and challenges of knowledge-based companies operating in emerging economies.<br /><br /><strong>Methods:</strong> This research employs a rigorous qualitative approach based on the Grounded Theory methodology, following the systematic coding procedures developed by Strauss and Corbin. The study population comprised 29 carefully selected participants, including senior academic experts specializing in entrepreneurship and innovation, experienced management consultants with proven track records in knowledge-based enterprises, and founders or senior executives of established knowledge-based companies in Kermanshah Province. The sampling strategy utilized purposive and snowball sampling techniques to ensure the inclusion of information-rich cases that could provide deep insights into the phenomenon under investigation. Data collection continued until theoretical saturation was achieved, ensuring comprehensive coverage of all relevant concepts and categories. The trustworthiness of the research was established through multiple validation strategies, including member checking, expert validation, and peer debriefing. For reliability assessment, inter-coder agreement was measured using Cohen’s Kappa coefficient, which yielded a robust value of 0.87, indicating strong reliability and consistency in the coding process.<br /><strong>Findings:</strong> The analysis revealed a sophisticated multi-dimensional framework of organizational entrepreneurship drivers, organized into five interconnected dimensions:<br />Causal Factors: The fundamental drivers initiating entrepreneurial activities include strategic leadership commitment, characterized by active top management support and visionary guidance; organizational architecture, featuring flexible structures and decentralized decision-making processes; and the knowledge ecosystem, encompassing open communication channels and systematic knowledge-sharing mechanisms.<br />Contextual Factors: The environmental enablers comprise market dynamics and business environment conditions; technological infrastructure, including advanced information and communication technology systems; the financial ecosystem, involving accessible funding sources and investment opportunities; academic–industrial collaboration through interaction with educational and research institutions; and supportive government policies and regulatory frameworks.<br />Intervening Factors: The mediating influences include organizational culture elements such as innovation climate and risk tolerance; structural characteristics involving hierarchy and coordination mechanisms; leadership styles and management approaches; resource configurations including human, financial, and technological assets; and stakeholder engagement strategies.<br />Strategic Initiatives: The implementation approaches encompass strategic orientation through clear business strategies and competitive positioning; knowledge management systems facilitating organizational learning and capability development; and motivation structures including comprehensive reward and incentive systems aligned with entrepreneurial outcomes.<br />Outcomes and Impacts: The resulting manifestations include cultural transformation toward an entrepreneurial mindset and behaviors; human capital development through employee empowerment and continuous training; innovation pipeline management via systematic project prioritization; and collaborative synergy through cross-functional integration and partnership development.<br /><br /><strong>Conclusion: </strong>The proposed model offers a holistic framework that captures the complex interplay of factors driving organizational entrepreneurship in knowledge-based companies. The research contributes significantly to both theoretical understanding and practical implementation by providing a structured approach to fostering entrepreneurial capabilities within knowledge-intensive organizations. The model emphasizes the importance of simultaneous attention to all identified dimensions and suggests that successful organizational entrepreneurship implementation requires strategic alignment across multiple organizational levels and functions. For practitioners, the study offers actionable insights for designing intervention strategies and development programs, while for researchers, it provides a foundation for further empirical validation and theoretical refinement in different contextual settings.https://jbmp.sbu.ac.ir/article_106827_fcff68c6078da64c6d8a6b24cfac9b24.pdfShahid Beheshti University - Faculty of Management and AccountingJournal of Business Management Perspective2251-6050246420251222Developing a Business-to-Business Digital Marketing Model in the Iranian Steel IndustryDeveloping a Business-to-Business Digital Marketing Model in the Iranian Steel Industry8111010684210.48308/jbmp.2026.241824.1707FANadiaAfzaliDepartment of Business Management, Faculty of Administrative Sciences &Economics, University of Isfahan, Isfahan. I. R. Iran.AzarnoushAnsariDepartment of Business Management, Faculty of Administrative Sciences & Economics, University of Isfahan, Isfahan. I. R. IranMajidMohammad ShafieeDepartment of Business Management, Faculty of Administrative Sciences & Economics, University of Isfahan, Isfahan, I. R. IranJournal Article20251004<strong>Objective:</strong> Digital marketing is known as the main driver of the modern economy. Also, digital marketing is one of the potential factors in B2B marketing communications in the future. Most of the time, industrial businesses welcome new technologies, and in this regard, industrial businesses focus on B2B digital marketing. Digital marketing needs to be accepted in the industrial sector in Iran. The steel industry is important for affecting strategic industries such as transportation, the automotive industry, and building construction. This study was conducted with the aim of designing a B2B digital marketing model in the steel industry of Iran.<br /><br /><strong>Methods:</strong> The study is qualitative–quantitative in nature. Fourteen senior managers and marketing experts of Iranian steel companies were selected for semi-structured interviews in the qualitative phase using the snowball sampling method. The statistical population included managers and industrial marketing experts of steel companies, and participants were selected using non-random and available sampling. A questionnaire was developed and completed by 363 managers and experts. Structural equation modeling and SmartPLS 4.0 were used for data analysis.<br /><br /><strong>Findings:</strong> The relationship networks using the paradigmatic model of Strauss and Corbin theory were designed based on the qualitative findings. Accordingly, causal factors including internal factors and external factors of the business; contextual factors including digital marketing readiness and marketing mix planning; driven factors including industrial digital marketing emphasizing network capabilities and personalization and the production of professional content; confounding factors including technological changes and customer characteristics; strategies including relationship marketing and digital branding; and outcomes including business performance and brand equity were identified. Also, the relationships between these factors were confirmed by the quantitative findings.<br /> <br /><strong>Conclusion:</strong> This research presents a novel analytical framework for the review and evaluation of business performance through digital marketing. Also, this research emphasizes the key role of relationship marketing and digital branding in the steel industry. This model can be used as an educational and practical tool for personnel and managers in the field of digital industrial marketing, based on which companies can identify and plan key factors. Based on the findings of this research, it is suggested that businesses active in the steel industry implement accurate planning and implementation in order to carry out digital marketing. Based on specific and measurable targets and aligned with the general goals of marketing and business, managers should develop a comprehensive strategy in the field of digital marketing that covers all aspects of marketing. They also need to continuously upgrade their marketing strategies and adapt to market changes. By identifying these factors, a more accurate prediction of the results of the implementation of digital industrial marketing is possible. Managers have to create a proper organizational structure for digital marketing by forming dedicated teams to manage digital marketing and allocating funds for the goals and activities planned for it. Steel companies can increase their investment efficiency in marketing activities by designing more effective marketing strategies, and also, by identifying new customers’ needs, companies can develop new products and services.<strong>Objective:</strong> Digital marketing is known as the main driver of the modern economy. Also, digital marketing is one of the potential factors in B2B marketing communications in the future. Most of the time, industrial businesses welcome new technologies, and in this regard, industrial businesses focus on B2B digital marketing. Digital marketing needs to be accepted in the industrial sector in Iran. The steel industry is important for affecting strategic industries such as transportation, the automotive industry, and building construction. This study was conducted with the aim of designing a B2B digital marketing model in the steel industry of Iran.<br /><br /><strong>Methods:</strong> The study is qualitative–quantitative in nature. Fourteen senior managers and marketing experts of Iranian steel companies were selected for semi-structured interviews in the qualitative phase using the snowball sampling method. The statistical population included managers and industrial marketing experts of steel companies, and participants were selected using non-random and available sampling. A questionnaire was developed and completed by 363 managers and experts. Structural equation modeling and SmartPLS 4.0 were used for data analysis.<br /><br /><strong>Findings:</strong> The relationship networks using the paradigmatic model of Strauss and Corbin theory were designed based on the qualitative findings. Accordingly, causal factors including internal factors and external factors of the business; contextual factors including digital marketing readiness and marketing mix planning; driven factors including industrial digital marketing emphasizing network capabilities and personalization and the production of professional content; confounding factors including technological changes and customer characteristics; strategies including relationship marketing and digital branding; and outcomes including business performance and brand equity were identified. Also, the relationships between these factors were confirmed by the quantitative findings.<br /> <br /><strong>Conclusion:</strong> This research presents a novel analytical framework for the review and evaluation of business performance through digital marketing. Also, this research emphasizes the key role of relationship marketing and digital branding in the steel industry. This model can be used as an educational and practical tool for personnel and managers in the field of digital industrial marketing, based on which companies can identify and plan key factors. Based on the findings of this research, it is suggested that businesses active in the steel industry implement accurate planning and implementation in order to carry out digital marketing. Based on specific and measurable targets and aligned with the general goals of marketing and business, managers should develop a comprehensive strategy in the field of digital marketing that covers all aspects of marketing. They also need to continuously upgrade their marketing strategies and adapt to market changes. By identifying these factors, a more accurate prediction of the results of the implementation of digital industrial marketing is possible. Managers have to create a proper organizational structure for digital marketing by forming dedicated teams to manage digital marketing and allocating funds for the goals and activities planned for it. Steel companies can increase their investment efficiency in marketing activities by designing more effective marketing strategies, and also, by identifying new customers’ needs, companies can develop new products and services.https://jbmp.sbu.ac.ir/article_106842_1dae5c1e012d64957edea26f3465b963.pdfShahid Beheshti University - Faculty of Management and AccountingJournal of Business Management Perspective2251-6050246420251222A retrospective overview and content analysis article published in Journal of Business Management PerspectiveA retrospective overview and content analysis article published in Journal of Business Management Perspective14111110685010.48308/jbmp.2026.243776.1735FAShahrbanooYadollahiDepartment of Business Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran.Journal Article20251103<strong>Objectives:</strong> The Journal of Business Management Perspective was established in 2010. In 2025, the journal celebrates its fifteenth anniversary. Consequently, the objective of this study is to conduct a systematic review and content analysis of articles published in the Journal of Business Management Perspective over the period spanning from 2015 to 2025.<br /><br /><strong>Methods: </strong>This study employs an applied research approach, specifically a descriptive method utilizing a qualitative systematic review and content analysis framework to examine the journal’s output. Data collection relied on textual sources. The statistical population for this study comprised all articles published in the Journal of Business Management Perspective across the eleven-year period from 2015 to 2025. During this timeframe, a total of 322 articles were published across 11 volumes and 44 issues, which constituted the sample for analysis. The research data were gathered using the electronic versions of the journal and subsequently analyzed using MAXQDA and Excel software.<br /><br /><strong>Findings:</strong> The data reveal that 322 articles were published during the review period, involving 949 authors. Gender distribution indicates that 73% of the authors were male. Nearly half of the authorship contributions originated from academics affiliated with Tehran University, Shahid Beheshti University, Islamic Azad University, Allameh Tabataba’i University, and Semnan University, identifying these as the most productive and influential institutions in terms of publication output. The most frequent pattern of co-authorship involved articles written by three authors. Qualitative research methodologies were the most prevalent. Structural Equation Modeling (SEM) and Grounded Theory (GT) were the most frequently utilized research methods. The pattern of data collection instrument usage in the published articles shows a strong focus on empirical and primary data gathered from experts and customers, suggesting that the use of secondary data and direct observation warrants further expansion.Purposeful sampling was the most common sampling technique employed. The primary data collection tools identified were questionnaires and interviews, with SmartPLS and MAXQDA being the most utilized software packages. Furthermore, the journal articles were predominantly concentrated across three thematic areas during the review period: Marketing, Strategic Management, and Entrepreneurship. Theoretical orientations within the Marketing domain focused, in order, on “Consumer Behavior,” “Brand and Branding,” “Customer Experience and Relationship Management,” “Sustainable and Social Marketing,” “Digital and Social Media Marketing,” and “International and Export Marketing.” In the Strategic Management domain, these orientations centered on “Strategic Analysis and Environmental Scanning,” “Strategy Formulation and Selection,” “Strategy Implementation and Control,” and “Strategic Dynamics and Transformation.” Entrepreneurship articles primarily focused on five core orientations: “Entrepreneurial Orientation and Mindset,” “Opportunity Recognition and Creation,” “Business Model Design,” “Commercialization and Market Entry,” and “Entrepreneurial Growth and Sustainability.”<br /><br /><strong>Conclusion:</strong> This study offers a retrospective evaluation, mapping the past, present, and emerging trends within the Journal of Business Management Perspective. The insights derived from this systematic review and content analysis will assist journal editors and administrators in understanding the current status of the publication, thereby identifying critical areas for improvement and recognizing existing strengths. Furthermore, researchers can utilize these findings to better understand the scientific productivity associated with the journal’s articles, specifically concerning author participation, affiliated universities, and research institutions<br /><br /><strong>Objectives:</strong> The Journal of Business Management Perspective was established in 2010. In 2025, the journal celebrates its fifteenth anniversary. Consequently, the objective of this study is to conduct a systematic review and content analysis of articles published in the Journal of Business Management Perspective over the period spanning from 2015 to 2025.<br /><br /><strong>Methods: </strong>This study employs an applied research approach, specifically a descriptive method utilizing a qualitative systematic review and content analysis framework to examine the journal’s output. Data collection relied on textual sources. The statistical population for this study comprised all articles published in the Journal of Business Management Perspective across the eleven-year period from 2015 to 2025. During this timeframe, a total of 322 articles were published across 11 volumes and 44 issues, which constituted the sample for analysis. The research data were gathered using the electronic versions of the journal and subsequently analyzed using MAXQDA and Excel software.<br /><br /><strong>Findings:</strong> The data reveal that 322 articles were published during the review period, involving 949 authors. Gender distribution indicates that 73% of the authors were male. Nearly half of the authorship contributions originated from academics affiliated with Tehran University, Shahid Beheshti University, Islamic Azad University, Allameh Tabataba’i University, and Semnan University, identifying these as the most productive and influential institutions in terms of publication output. The most frequent pattern of co-authorship involved articles written by three authors. Qualitative research methodologies were the most prevalent. Structural Equation Modeling (SEM) and Grounded Theory (GT) were the most frequently utilized research methods. The pattern of data collection instrument usage in the published articles shows a strong focus on empirical and primary data gathered from experts and customers, suggesting that the use of secondary data and direct observation warrants further expansion.Purposeful sampling was the most common sampling technique employed. The primary data collection tools identified were questionnaires and interviews, with SmartPLS and MAXQDA being the most utilized software packages. Furthermore, the journal articles were predominantly concentrated across three thematic areas during the review period: Marketing, Strategic Management, and Entrepreneurship. Theoretical orientations within the Marketing domain focused, in order, on “Consumer Behavior,” “Brand and Branding,” “Customer Experience and Relationship Management,” “Sustainable and Social Marketing,” “Digital and Social Media Marketing,” and “International and Export Marketing.” In the Strategic Management domain, these orientations centered on “Strategic Analysis and Environmental Scanning,” “Strategy Formulation and Selection,” “Strategy Implementation and Control,” and “Strategic Dynamics and Transformation.” Entrepreneurship articles primarily focused on five core orientations: “Entrepreneurial Orientation and Mindset,” “Opportunity Recognition and Creation,” “Business Model Design,” “Commercialization and Market Entry,” and “Entrepreneurial Growth and Sustainability.”<br /><br /><strong>Conclusion:</strong> This study offers a retrospective evaluation, mapping the past, present, and emerging trends within the Journal of Business Management Perspective. The insights derived from this systematic review and content analysis will assist journal editors and administrators in understanding the current status of the publication, thereby identifying critical areas for improvement and recognizing existing strengths. Furthermore, researchers can utilize these findings to better understand the scientific productivity associated with the journal’s articles, specifically concerning author participation, affiliated universities, and research institutions<br /><br />https://jbmp.sbu.ac.ir/article_106850_0a2c171adb9313d69fa1e0fa802ea1cf.pdf