Transformation Management Journal

Abstract 1- INTRODUCTION
Startup ventures face exceptionally high failure rates, with empirical studies indicating that up to 90% fail within their early years. While both internal and external factors contribute to these outcomes, behavior-based factors are often more controllable-and therefore more critical-for strategic intervention. This study aims to address high startup failure rates by developing a comprehensive, behavior-oriented lifecycle model. Drawing on organizational lifecycle theories and behavioral entrepreneurship frameworks, it centers entrepreneurial actions, decisions, and adaptive behaviors as key units of analysis. Behavioral approaches are essential for decoding the complexities and dynamic transformations of startup journeys, offering practical frameworks that align with real-world entrepreneurial evolution. Accordingly, this research asks: How can behavior-based lifecycle models, synthesized through meta-synthesis, provide actionable insights into entrepreneurial challenges and decision-making across different lifecycle stages?
 
2- METHODOLOGY
A meta-synthesis approach was employed following the seven-step method developed by Sandelowski and Barroso. This approach enables a comprehensive integration of findings from a wide range of literature. An initial pool of 312 sources was identified from academic and practitioner databases (1980–2024). Following a critical appraisal using the CASP tool, 33 high-relevance articles were selected for final analysis. Keyword-driven searches included terms such as "startup lifecycle," "entrepreneurial behavior," "failure factors," and "development stages." The data were thematically coded and organized using Attride-Stirling’s thematic network framework, comprising basic, organizing, and global themes. Qualitative analysis was conducted using MAXQDA software, with inter-rater reliability and internal validity confirmed through expert review and Cohen’s Kappa coefficients (κ = 0.671 for validity; κ = 0.635 for reliability). Experts were selected via snowball sampling from experienced entrepreneurs and venture capital professionals, enhancing the practical relevance of the resulting framework.
 
3- RESULTS & DISCUSSION
The resulting behavior-oriented lifecycle model is organized into six global phases, each comprising specific organizing themes:

Ideation and Opportunity Validation: This phase focuses on recognizing and testing opportunities through market needs analysis and early prototyping. Key activities include idea development, validation of value propositions, and assessing customer fit. Common failure factors include inadequate market validation, lack of complementary team skills, and unclear strategic direction.
Preparation and Foundation: This phase includes business planning, team formation, legal setup, early MVP development, and seed funding. Risks at this stage arise from regulatory hurdles, excessive spending on R&D, and premature scaling.
Commercialization and Early Operations: This phase covers startup launch, customer validation, achieving break-even, and stabilizing operations. Failures often result from poor financial management, supply chain disruptions, insufficient customer insights, and dysfunctional team dynamics.
Growth (Primary and Secondary): Activities include market expansion, professionalization, capital fundraising (Series A–D), and process optimization. Challenges involve intense competition, failures in intellectual property protection, and inefficiencies in scaling.
Scaling and Maturity: This phase involves aggressive market penetration, IPO readiness, organizational structuring, and sustaining innovation. The risks include capital shortages, inexperienced leadership, and misaligned partnerships.
Decline, Renewal, or Exit: The final phase reflects organizational aging and bureaucratization, with potential for rejuvenation through strategic pivots or structured exits.

The model aligns with the Resource-Based View (RBV) and the theory of dynamic capabilities. RBV emphasizes the orchestration of tangible and intangible resources-human, technological, and financial-while the dynamic capabilities approach focuses on continuous learning, adaptation, and realignment. Each stage features behavioral propositions grounded in these frameworks, addressing tasks such as market sensing, team synergy, capital mobilization, and scaling agility.
 
 
4- CONCLUSIONS & SUGGESTIONS
The proposed model provides a comprehensive framework for understanding startup evolution through a behavioral lens, addressing both strategic and operational dimensions. It highlights that entrepreneurial failure is rarely caused solely by external factors but is often rooted in misaligned behaviors and decisions. Its stepwise structure facilitates proactive diagnosis and early intervention throughout the lifecycle stages. Key recommendations include:

Incorporating behavioral diagnostics into startup evaluation tools.
Utilizing the model as a training framework within incubators and accelerators.
Tailoring policy support mechanisms (e.g., funding, mentorship) to address lifecycle-specific behavioral needs.
Encouraging startups to adopt reflective practices that align team behaviors with lifecycle transitions.

 
Future research could empirically apply the model across different sectors and regions to assess its generalizability and predictive accuracy. Quantitative extensions using behavioral metrics-such as team adaptability and decision-making agility-may enhance its practical relevance. Additionally, integrating digital behavioral trace data (e.g., platform engagement, customer feedback loops) could offer deeper insights into failure prediction and lifecycle optimization.

Abstract 1-INTRODUCTION
Innovative organizational culture provides the necessary infrastructure and platform for the implementation of organizational innovation. Failure to pay attention to this matter will cause irreparable damage to the development of the country and prevent the achievement of the goals of the administrative system as the executive machine of the government. The fast and abundant changes in today's world have affected the way organizations are run, and the administrative system tries to strengthen its ability to accept new tasks, deal with complexities and environmental changes, and many other things by increasing its capacity. Therefore, this research was carried out with the aim of designing an organizational culture model based on innovation in Iran's administrative system and with a future research approach.

2- METHODOLOGY
This research is a mixed method in terms of development goal, in terms of practical result and in terms of information collection. The statistical population of this research includes university professors and administrative system experts who are familiar with the field of organizational behavior and culture, who were selected by non-probability sampling method. In this research, data was collected through semi-structured interviews and this process continued until the theoretical saturation stage was reached. Qualitative data analysis was done using theme analysis method. To calculate the retest reliability, three interviews were selected from among the conducted interviews and were coded twice in a ten-day period. In the quantitative stage, classical Delphi method was used to check and validate the identified factors. In this regard, a questionnaire was distributed among a number of academic experts and administrative system experts.The data collected at this stage were analyzed using statistical methods such as Kendall's correlation coefficient, central tendency and dispersion criteria.

3- RESULTS & DISCUSSION
The findings obtained from the qualitative phase of the research in order to answer the first question of the research (What are the indicators of innovative organizational culture in the administrative system and the trends affecting it in the future and its consequences?) showed that out of a total of 81 codes extracted from the interview With the participants in the research, 34 codes were assigned to trends affecting innovative organizational culture, 40 codes were assigned to innovative organizational culture, and 7 codes were assigned to its consequences. which include these visible factors (strategic leadership of innovation, organizational resources, knowledge management, development and empowerment, management of ideas, communication, organizational structure); Basic foundations (values and attitudes); Influential trends (economic, technological, social, environmental, organizational and political) and the consequences of innovative culture (organizational and social) in Iran's administrative system.The findings of the quantitative phase of the research in order to answer the second question of the research, which was about the validity of the model of innovative organizational culture in Iran's administrative system, were investigated with a future research approach and from the experts' point of view, through the Delphi technique. This process, after twice distributing the questionnaire among the experts, indicated their high agreement about the proposed model. More details of the findings of this stage are presented below. In the first round of implementing the Delphi technique, researchers designed a questionnaire based on the factors specified in the qualitative phase and distributed it among experts. The results showed that all the factors identified from the qualitative stage were maintained and three new indicators including improving the speed of action, transparency and critical thinking were added to the experts' suggestion. In the second round, the questionnaire was redistributed to measure the final agreement of the experts about the model and its factors.Various statistical methods such as Kendall's correlation coefficient, quartile deviation, standard deviation and median were used to analyze the data obtained from experts' opinions. In the meantime, Kendall's coordination coefficient was used as a tool to measure the level of agreement between experts' views. The values of this coefficient are variable from zero to one; So that zero indicates complete lack of agreement and one indicates complete agreement among experts' opinions. According to the established standards, the value of Kendall's correlation coefficient should not be less than 0.5, because values below this limit indicate a low level of agreement among experts. In addition to the general agreement of experts about the questionnaire, the degree of desirability of each factor was also analyzed using indicators such as mean, median, standard deviation and quartile deviation.In the Delphi technique, the median value should be greater than or equal to 4, the standard deviation value should be less than one, and the interquartile range should be less than or equal to 1. The results of Kendall's correlation coefficient test and indices of tendency to center and dispersion show the high coordination of experts' views about the research model and confirm its accepted validity

4- CONCLUSIONS & SUGGESTIONS
Based on the obtained results, it is recommended that in order to align the culture of the administrative system with the effective trends, the leaders and managers of this system should determine the appropriate orientation and present the perspective of innovation in the administrative system by strengthening the interactions and effective communication with the employees. Also, with a practical commitment to innovative measures and creating an inspiring atmosphere for employees, the ground for facilitating the process of guiding creativity and innovation in this system should be provided. In order to strengthen the necessary resources for the development of an innovative organizational culture, it is suggested to improve the abilities, skills, knowledge and awareness of employees and to equip the administrative system with the necessary technologies and tools through continuous environmental monitoring and collecting data related to the organization and the surrounding environment.In addition, the field of strengthening the innovative culture should be provided by supporting the idea generation of employees, evaluating their ideas, offering rewards to the best ideas and encouraging the exchange of knowledge and information within the organization.
In qualitative researches, phenomena are investigated in the context of their occurrence and for this reason, the results obtained are unique to the same context and their generalizability to other conditions and situations has limitations. Since the findings of this research were formed based on the views and experiences of experts in Iran's administrative system, the results of this research cannot be easily generalized to other organizations. Future researchers can conduct more research in this field by examining and validating the indicators of innovative organizational culture identified in this study
Keywords: Organizational culture, Innovative organizational culture, Administrative system

Abstract 1- INTRODUCTION
The article discusses the dynamics of the Iran's electricity market ecosystem. It aims to design an evolutionary model for this ecosystem, focusing on identifying value chain actors, evolutionary drivers, and areas of value co-creation. Traditionally, the electricity supply chain included generation, transmission, and distribution, operating independently. Under restructuring, the power supply becomes a semi-liberal market activity. The article emphasizes the balance between integration and competition forces, crucial for ecosystem sustainability. Value co-creation, driven by collaboration among actors, aims to achieve innovation and improved economic, social, and environmental performance.

2- THEORETICAL FRAMEWORK
Digital transformation, driven by technological innovation, changing consumer behavior, and operational efficiency needs, has significantly altered the business landscape and impacted traditional models (Sasha et al., 2024). The research highlights the importance of adaptive strategies and digital competencies. Sjödin et al. (2024) emphasize the need for new capabilities—ecosystem foresight, integration, and governance—to manage complex business ecosystems. Diamond et al. (2023) calls for more research on ecosystem decline and propose strategies for ecosystem development. Flynn and Foss (2023) focus on value theory’s role in ecosystem growth and capability, criticizing current studies for lacking micro-foundations. Espina-Romero et al. (2022) review literature from 2018 to 2022, identifying key and less-studied topics in business ecosystem research. PESTLE tool (Henry, 2021) was used to analyze co-creation fields in the ecosystem; Economical and technological domains alongside combining legal and political factors into one domain and social and environmental factors into another, are highlighting collaboration and value co-creation.

3- METHODOLOGY
A model similar to SGAM is used to map and display the target model, which includes the three dimensions of actors, evolutionary drivers, and areas of value co-creation. Identification of evolutionary drivers of the ecosystem of Iran's electricity industry was done using thematic analysis of semi-structured interviews. To conduct and analyze the semi-structured interview, the method proposed by Adeoye‐Olatunde & Olenik (2021) including seven stages was used.
After the three dimensions of the model are obtained, the relationships between dimensions should be expressed mathematically. Here, the actors are the nodes of the cognitive map, whose degree of interaction and influence on each other in each of the fields of value co-creation is obtained as the edges by gathering the opinions of experts. In order to obtain the final cognitive map of the influence of players, four cognitive models of value co-creation areas, according to the weights given by the experts, are combined and an aggregate cognitive map is formed; This collective cognitive map assures all aspects of interactions lead to co-creation of value in different areas have been considered.
The drivers have their influence on the actors; This effect is applied through the nodes of the aggregated cognitive model graph. Therefore, the presented cognitive model is a model that, in addition to the edges that have values in traditional models, graph nodes also have values due to the influence of drivers on actors, so classical models of cognitive map solving cannot be used, and other methods of matrix analysis should be used. By reviewing the existing literature, the permanent matrix value approach was chosen to analyze the model. This new approach is based on graph theory and matrix algebra and has some desirable features (such as the ability to model interactions, the ability to structure problems hierarchically, etc.) for modeling and solving complex decision-making problems.

4- RESULTS & DISCUSSION
semi-structured interview was used along with to identify the actors of the ecosystem of the Iranian electricity market. As mentioned before, in this standard model, the main actors of the electricity market form the ecosystem of the electricity market with other actors. By summarizing the interviews conducted, the green market, the optimization market, the wholesale market and the energy exchange as the main actors of the market domain and network regulation and management, transmission-major subscribers-distribution, production including scattered energy sources, legislator and service provider as the acting domains. The ecology of Iran's electricity market was obtained.
In this study, 181 thematic codes were mentioned by 16 participants, which were first categorized into 55 basic drivers and then 6 strategic drivers. These drivers included incentive policy with an emphasis on energy efficiency, privatization and reform of financial and liquidity processes, imbalance in electricity production and consumption, facilitation of macro interactions, development of electricity market mechanisms and finally sanctions and restrictions.
By aggregating the weights given by experts and applying them in the areas of value co-creation, the aggregated fuzzy cognitive map matrix was determined. Fuzzy logic with positive and negative values was used to measure the effect of each evolutionary drive on each actor. If this number is negative, it means having a contraction effect on the actor in the ecosystem, and if it is positive, it will indicate the expansion and dynamic effect of the actor in the ecosystem. With this, the main diameter of the final matrix of the cognitive map has a value. The sensitivity analysis of the above matrix is used to determine the overall contraction or expansion of each driver.

5- CONCLUSIONS & SUGGESTIONS
Drivers of the development of electricity market mechanisms, incentive policies with emphasis on energy efficiency, privatization and reform of financial circulation processes and facilitation in macro transactions and the drivers of sanctions and restrictions as well as disharmony, respectively They are centrifugal or expansive in the production and consumption of electricity. Therefore, the output of the fuzzy cognitive map model, which is obtained by analyzing the sensitivity of the sustainable value matrix of the ecosystem, is the selection of two basic drivers that have the greatest impact on the expansion and contraction of the ecosystem, namely, the development of Iran's electricity market mechanisms and the imbalance in electricity, which are Two are the strategic drivers of the ecosystem of Iran's electricity market. Resolving the imbalance in electricity requires the development of infrastructure, including grids, facilities, power plants, and gas production and transmission systems. In contrast, the development of electricity market mechanisms does not require a high investment and using successful experiences in the world, methods for improving these mechanisms are obtained.

Abstract This research was conducted with the aim of designing and explaining a comprehensive model for conceptual development of team building coaching in start-up and knowledge-based companies. This research is applied in terms of its purpose, exploratory in terms of its approach, and mixed (qualitative-quantitative) in terms of its data analysis. In the qualitative phase of the research, a group of experts including university professors, senior managers of start-up and knowledge-based companies, and experienced human resources consultants were considered as the statistical population. In this phase, 12 experts were selected using purposive sampling. The main data collection tool in the qualitative phase of the research was in-depth and semi-structured interviews with experts. In the qualitative phase of the research, the data obtained from the interviews were analyzed based on the theme analysis method. In the quantitative phase, 108 managers were considered as the population. The validity and reliability of this questionnaire were examined and confirmed by various methods. In the quantitative phase of the research, SPSS and Smart PLS software were used to conduct descriptive and inferential analyses. Finally, the research results led to the design of a comprehensive model for conceptual development of team building coaching in start-up and knowledge-based companies in the form of 6 main themes and 21 sub-themes. Based on the obtained model, organizational and environmental factors as the main drivers have an impact on the strategic and promoting factors of team building coaching, and these factors also lead to the realization of team building coaching, and ultimately a series of individual and organizational outcomes will be achieved.

Abstract Identifying and analyzing the competencies needed by mentors in the growth process of startups

Abstract
The primary objective of the present study is to identify and analyze the competencies required of mentors in the startup growth process. The research is applied in nature, based on its purpose, and employs a multiple case study method for data analysis. The level of analysis encompasses startups and businesses operating within accelerators and incubators in Khorasan Razavi province. Using homogeneous purposive sampling, 25 businesses were subjected to in-depth exploratory analysis, and in-depth interviews were conducted with 34 experts and specialists in the selected organizations, achieving theoretical saturation.
The research tool was a semi-structured interview, whose validity was ensured through internal validity based on the selection of appropriate samples and reliability through the precise guidance of the interview process and the design of well-suited questions for data collection. Using a content analysis approach and through a three-stage coding process, 96 concepts were derived from the interviews and theoretical foundations during the open coding phase. Following a detailed examination and connection of concepts, 30 themes and 6 dimensions were identified.
According to the designed startup growth process model, in the ideation and concept cultivation stage, 6 mentor competencies lead to an optimal business model with 3 key characteristics. To transform the optimal business model into a functional enterprise with competitive market entry, 7 mentor competencies act as moderating factors during the startup's launch, initial growth, and sustained growth stages.
Keywords: Mentor competencies, mentoring, startup growth process

Abstract Abstract: This study was conducted with the aim of designing and explaining an indigenous organizational maturity model for the Iran Airports and Air Navigation Company. Considering the lack of localized frameworks in the country’s aviation industry, a grounded theory approach combined with a mixed-methods design (qualitative-quantitative) was employed. In the qualitative phase, 114 conceptual codes were identified through interviews with 20 industry experts and comparative analysis. These codes were categorized into five overarching themes: causal, contextual, intervening, strategic, and consequential factors. In the quantitative phase, Interpretive structural modeling (ISM) was used to analyze the causal relationships among components. The results indicated that all three categories—causal, contextual, and structural factors—play a significant role in shaping organizational strategies. Moreover, the developed strategies had a direct impact on key outcomes such as organizational commitment, organizational learning, competitive advantage, performance excellence, and corporate entrepreneurship. The proposed model can serve as a practical tool for assessing and developing maturity in sensitive service organizations, especially within the aviation sector, providing a foundation for improved productivity, alignment with international standards, and sustainable development.

Abstract Nowadays, intelligent education,research and technology development are emphasized. Future-oriented needs assessment methods are the basis of this intelligence. which is the purpose of this article.
Their classification helps people to choose the appropriate and more intelligent method to act. The classification done is of the operational type that was done with the qualitative method of focus groups. The method of virtual focus groups has also been used to analyze and classify future-oriented needs assessment methods, in which people's opinions about "methods" are visible. This focus group includes 7 experts in the fields of education and research, science and technology policy, technology development, and future research, which has been In the first stage of this research, in the first step, ideal and widely used types of future-oriented needs assessment methods have been reviewed from the literature and in the second step, their basic structures have been recognized.used to identify people through targeted sampling." nine" Future-oriented needs assessment methods are classified according to the basic constructs substantive. The basic constructs include "capabilities" and "nature of methods". In this classification, the future-oriented approach of needs assessment is highlighted. This approach is not only as a field that helps to inform educational, research and technology development policy makers, but also as a capability and methodological evolution in needs assessment methods.The findings of the research show that most of the conventional and common future-oriented methods help to identify issues and problems, and some of these methods have the capability of future-oriented prioritization. They are also more qualitative in nature.

Abstract Today, elite migration is one of issues in Iran. Therefore, aim of this study is to investigate relationships between entrepreneurial spirit, academic performance, and propensity to immigrate among students using a structural equation approach using a descriptive-correlational method. Online questionnaires were collected from students at Ferdowsi University and Mashhad Medical Sciences during two months (October and November 2017). Research findings showed that among dimensions of entrepreneurial spirit, achievement-seeking dimension received the highest score and risk-taking dimension received the lowest score. The results of Pearson test indicate that the higher the entrepreneurial spirit in students, the higher their propensity to immigrate. The results of the Spearman correlation coefficient test also showed that there is a positive relationship with a magnitude of 0.378 between two variables of quality of academic life and tendency to migrate, and the higher quality of academic life of students, the higher their tendency to migrate. The results of structural equation model indicated that entrepreneurial spirit has a positive effect on academic performance with a standard coefficient of 0.605 and students with a stronger entrepreneurial spirit have better academic performance. Entrepreneurial spirit also has an effect on the tendency to migrate with a coefficient of 0.527 and students with a stronger entrepreneurial spirit show a greater tendency to migrate. Academic performance also has an effect on the tendency to migrate with a coefficient of 0.111 (with a lower intensity than the previous two factors). Based on the results, it is suggested that use of entrepreneurial spirit in the form of university-industry relations and projects related to entrepreneurship of students of Ferdowsi University of Medical Sciences of Mashhad; should be such that it can play an effective role in reducing their tendency to migrate.

Abstract The primary problem addressed by this research is the identification of cultural challenges faced by organizations, particularly public organizations, during digital transformation, and the development of a model for fostering an organizational culture conducive to these changes. Accordingly, the purpose of this study is to model organizational culture in the context of digital transformation in public organizations. A mixed-methods approach (qualitative-quantitative) is employed, utilizing meta-synthesis in the qualitative phase and Interpretive Structural Modeling (ISM) in the quantitative phase. For this, 18 selected qualitative studies on organizational culture and digital transformation, published in the last decade, were systematically reviewed and analyzed. Following a three-stage screening process, 284 initial codes were extracted, leading to the identification of 16 key themes. Subsequently, leveraging the ISM method and the input of 10 experts, these 16 factors were structured into a six-level model. The modeling results indicate that 'Transformational Leadership' resides at the highest level (Level 1), while 'Transformation Management,' 'Digital Needs,' 'Organizational Professional Needs,' and 'Technology Advancement' are at the lowest level (Level 6). Other factors include 'Innovation Culture,' 'Risk-Taking Culture (Type 1),' and 'Agility Culture' (Level 2); 'Alignment and Coordination Culture,' 'Customer Orientation Culture,' and 'Participation and Collaboration Culture' (Level 3); 'Digital Empowerment' and 'Technology Acceptance' (Level 4); and 'Change Management,' 'Support for Change Process,' and 'Risk-Taking Culture (Type 2)' (Level 5). MICMAC analysis further revealed that 'Digital Empowerment' and 'Technology Acceptance' play key linking roles within this model. The findings of this research, offering a structured framework, underscore the importance of a comprehensive and integrated approach to cultivating a digital organizational culture in public organizations. This model assists their managers and decision-makers in designing and implementing more effective strategies to facilitate the digital transformation process through a deeper understanding of the influential factors and their interrelationships.