هوشنگ تقی زاده

The present study aimed to answer the question of how personalization affects customer loyalty with the moderating role of technology experience consistency in the field of the e-banking industry in Iran. To achieve this goal, the statistical population of active users of e-banking of Refah Kargaran Bank including physicians, social security retirees, and employees working in Tabriz branches were determined and 502 customers were selected by the random sampling method. Content, convergent, and divergent validity, as well as the reliability of the questionnaire, have been confirmed by methods such as Cronbach's alpha and composite reliability. Furthermore, structural equation modeling techniques with AMOS software have been used to test the research hypotheses. Based on research findings, personalization has a positive effect on performance expectancy, effort expectancy, relationship quality, and intention to use e-banking services. The present study indicates that personalization is the main intention for using e-banking services that should be given special attention because it can be considered a link between customers’ attitudes and behavior in e-banking services. This model helps electronic banking managers to identify essential points of attitude that lead to the emergence of using electronic banking services behavior and outlines better guidance for the electronic banking industry.   JEL Classification: G21, L84, M31.

In this research, the influencing factors on the behavior of human resources in the marketing department and human resource management policies and their relationship with the strategies of this department have been examined in order to identify the factors that are related to the superior performance of this department. This research was carried out in the framework of a qualitative approach and using grounded theory. The data collection tool was semi-structured interviews, which were conducted using a combination of purposive (judgmental and quota) and theoretical sampling. The theoretical saturation criterion was used to determine the sample size and 36 interviews was conducted in 14 manufacturing companies in order to finally achieve theoretical adequacy along with document content analysis. Atlas. ti software was used to analyze the data obtained from the interviews and coding. Data analysis was done in three stages open coding, axial coding, and selective coding, and based on that, a qualitative research model was presented. The results of the research led to the extraction of 669 open codes, 160 concepts and 40 categories in the form of a paradigm model include the central category (strategic management of human resources in marketing, culture, improvement and correction, coherent and aligned systems), causal conditions (control of destructive effects) , strategic human resources and competition in the market, job type, priority dimensions, value addition and customer retention), strategies (job satisfaction, commitment, trust, perceived organizational support, motivation, justice, reward, employee participation, loyalty, empowerment, empowerment, green insight into human resources and marketing), the prevailing context (demographic characteristics, psychological characteristics, organizational structure, strategy, organizational culture and supply, technology in use) and finally outcomes (superior performance, organizational citizenship behavior, key work behaviors and production axis, the effects of human resource strategies, environmental thinking and green performance) were presented.

Innovation capability refers to a complete set of characteristics of the organization that facilitates innovation strategies, and the food industry plays a pivotal role in the processing of agricultural raw materials and food supply. The aim of the present study was to Identify and Analyze of the dimensions of innovation capability, clustering and ranking indexes in Urmia food industries. The sample size of the statistical population encompassing 221 companies was equal to 143 according to Cochran's formula. Obtaining required information was based on field study method. In the applied part of the study, exploratory factor analysis, clustering with K-MEANS algorithm and cluster ranking based on AHP technique were used. The results of the exploratory factor analysis showed that the relationship of each item with the factors classified into three categories was properly expressed. Companies with similar features but different from other clusters were put into 8 clusters. Finally, according to the weights of study variables, "human", "operability" and "structural” factors ranked first, second and last respectively.

Purpose: In this research, the influencing factors on the behavior of human resources in the marketing department and human resource management policies and their relationship with the strategies of this department have been examined in order to identify the factors that are related to the superior performance of this department. Methodology: The data collection tool was semi-structured interviews were conducted using a combination of purposive (judgmental and quota) and theoretical sampling. In this regard, there were 36 elites in the statistical population of this research. Data analysis was done in three stages open coding, axial coding, and selective coding, and based on that, a qualitative research model was presented. Findings: The results of the research led to the extraction of 669 open codes, 160 concepts and 40 categories in the form of a paradigm model include the central category (strategic management of human resources in marketing, culture, improvement and correction, coherent and aligned systems), causal conditions (control of destructive effects), strategies (job satisfaction, commitment, trust, perceived organizational support, motivation, justice, reward, employee participation, loyalty, empowerment, empowerment, green insight into human resources and marketing), the prevailing context (demographic characteristics, psychological characteristics, organizational structure, strategy, organizational culture and supply, technology in use). Conclusion: finally outcomes (superior performance, organizational citizenship behavior, key work behaviors and production axis, the effects of human resource strategies, environmental thinking and green performance) were presented.