The Role of Marketology in International Business continuity, considering the mediating role of strategic agility | ||
| فصلنامه علمی پژوهشی توسعه کارآفرینی | ||
| Article 4, Volume 15, Issue 1 - Serial Number 55, June 2022, Pages 80-61 PDF (798.24 K) | ||
| Document Type: Research Paper | ||
| DOI: 10.22059/jed.2021.318068.653583 | ||
| Authors | ||
| Hashem Aghazade* 1; Nakisa Rezaie2; Mohammad Pirizadeh3 | ||
| 1Associate, professor, Faculty of Managment, University of Tehran | ||
| 2PhD Candidate of Marketing, Faculty of Managment, University of Tehran | ||
| 3Policy Making PhD Student, Farabi Campus, Faculty of Managment, University of Tehran, Qom, Iran | ||
| Abstract | ||
| Today, businesses face economic, environmental, political, and social challenges that cause problems to their success and survival. Many international companies have to transform or renovate their business model due to complexities and turbulence. Hence, organizations are always in search of an effective mechanism to generate and disseminate information to achieve an intelligence/insight essential for market-relevant decision-making and action-taking. The method of this research is applied in terms of purpose and descriptive-correlational in terms of data collection. The statistical population of this study consists of supervisors and experts of international businesses (export and import) active in the years 2017 to 2020, who, after extracting their information through the Trade Development Organization and the Chamber of Commerce, were selected by simple random sampling. A questionnaire with a Likert scale was sent to them, and finally the information related to 382 questionnaires was analyzed using the structural equation approach and SmartPLS 3 software. Findings show that both direct and indirect (via strategic agility) influences of marketology on business continuity of a company that works internationally are confirmed. | ||
| Keywords | ||
| Business Success; International Business Continuity; Marketology; Strategic Agility | ||
| References | ||
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