سید حبیب الله میرغفوری

INTRODUCTION: The development and application of new firefighting technologies are inevitable considering an increase in the number of smart technologies, the widespread use of technologies in various industries and all domains of human societies, utilization of polymeric materials in the tools and infrastructure of societies, as well as the production of new structures with diverse uses, and their aggregation together. The occurrence of massive disasters due to the lack of development and application of safety along with technology is the result of neglecting safety in the development process and social progress. This study aimed to investigate the factors influencing the implementation of smart fire management using the fuzzy approach. METHODS: This descriptive-analytical study was designed based on an applied research method. Initially, all factors influencing the implementation of smart fire management were extracted from the literature. They were then evaluated based on experts and university professors' opinions. Following that, three types of questionnaires were distributed among the experts. The study population included 15 university experts and managers in the Fire Organization in Yazd, Iran. FINDINGS: The results showed that "command and operations", "integration of smart firefighting systems", "clear business plan and vision", "effective change management", "equipment", "cooperation between the business association and information technology" and "management support" obtained positive D-R and were considered causes. CONCLUSION: The "integration of smart firefighting systems" was regarded as the most effective factor, followed by "organizational resource planning", "exchange system", and "communication system" that ensure the success of these systems. This improves information flow and decision-making process, especially in a crisis.

The market competition urges companies to invest heavily in Customer Relationship Management (CRM) projects to gain a better understanding of the customers. Nevertheless, the successful implementation of CRM seems to be difficult to achieve. Researches show that less than 30 percent of organizations that implement a CRM technology have seen an improvement in organization performance. Hence, a more than 70 percent rate of failure for CRM projects is an alarm for organizations to provide the required arrangements prior to the CRM implementation. This paper aims to consider two research questions: How has CRM implementation research evolved over the past 20 years? What are the Critical Success Factors (CSFs) and Critical Failure Factors (CFFs) for CRM implementation? To answer these questions, the authors conducted an in-depth review of CRM implementation research for the last 20 years and analyzed the content of 214 selected papers (published from January 2000 to January 2020). Then CSFs and CFFs were classified and prioritized. Finally, the work proposes a covering definition of the success factors based on the literature review. Acknowledging the growth of studies on CRM implementation, this paper presents the latest picture of the discipline and hopes that understanding these 24 CSFs and 15 CFFs would help organizations to obtain the expected benefits of their CRM initiative.