Hierarchical analysis process

In Iran, the EFQM model was used as a model to create the National Award for Quality and the National Productivity Award, and this award is given to organizations that can score according to the points provided. The interior is of quality. Iran's organizational excellence model is derived from its European model, while Iranian organizations do not meet the requirements of European organizations, so the results cannot be considered as successful as the results obtained from European organizations and companies. It has been done using the Delphi method or consulting experts. First, the acceptance of the elements of some models of organizational excellence to evaluate the performance of MA insurance company from the point of view of experts and in the next step, specific tips for performance evaluation in the branches have been developed and after approval by experts, the local model of excellence of MA insurance company Come. The results include the core values of the EFQM model more comprehensive than the core values of the current activity of MA insurance company. According to the managers of MA insurance company, honoring employees is the most important value and partnership development is the least important organizational value and And leadership criteria are the most important criteria for organizational repair of MA insurance joint stock company.

Despite the importance of the business model in implementing strategy, this issue is less addressed than strategy. This important issue regarding banks' business model has received less attention, and research in Iran and other countries has caused a deprivation of knowledge. In addition to the scientific pathology of the business model in Iranian commercial banks, the present article seeks to determine the weights of importance and prioritization of the main categories. It also prioritizes and determines the importance of each of the concepts of the main categories of the commercial banking business model. The research method is applied in terms of results and descriptive in terms of purpose and quantitative-qualitative from the data dimension. The research method's strategy in the qualitative part is the grounded theory, and in the quantitative part is the process of hierarchical analysis. The data analysis method in the qualitative part is the coding method, and the quantitative part is based on pairwise comparisons and incompatibility rate analysis. The research community is the experts of commercial banks, and its examples are Mellat, Tejarat, Melli, Sepah, Saderat, Shahr, Eghtesad-e-Novin, and Ayandeh banks. The sampling method is a purposeful judgment with the snowball method and data collection tools in the qualitative part of the interview and review of documents in the quantitative part of the questionnaire. The research findings led to identifying the pathology of Iranian commercial banks' business model in 7 categories and 36 concepts, which are prioritized and contributed based on the importance and role of each of them in the business model.

INTRODUCTION: Iran has long been recognized as one of the most accident-prone areas in the world due to its special geographical location. Therefore, it is of utmost importance to devote special attention to crisis management in organizations and the identification of related strengths, weaknesses, opportunities, and threats. METHODS: The present study aimed to identify the strategic positioning of crisis management after natural disasters at the Ferdowsi University of Mashhad as the center of excellence in the east of the country. To this end, the internal and external factors which militate against university crisis management were identified. Thereafter, the strategic positioning of this university was determined among four positions, namely offensive, defensive, adaptive, and contingency, using a combination of SWOT (strengths, weaknesses, opportunities, and threats) analysis, analytic hierarchy process (AHP), and Monte Carlo simulation, and strategies were presented. The statistical population were university facility experts and managers among whom 10 cases were selected by purposive sampling. FINDINGS: Based on the obtained results, the highest weights in different sub-criteria were as follows: compliance with the required technical and safety standards in new constructions of the university campus (strength), the absence of any specific plan for dealing with various types of crises in different buildings (weakness), the proximity of the fire station to the university campus (opportunity), and indecisiveness of organizations supervising building retrofitting, including provincial government and Roads and Urban Development Office (threat). CONCLUSION: The results of the present study demonstrated that strategic positioning can be identified by analyzing internal and external factors. Moreover, among the four strategic positions, it was found that the Ferdowsi University of Mashhad adopted an offensive crisis management strategy in 45.4% of the cases.