درخت حوزه‌های تخصصی

Nowadays, marketing professionals are increasingly aware of the importance of brands in the success of organizations, as it can be an asset with utmost importance for a lasting competitive advantage. Indeed, what is called a brand is something far more than a name. The brand and its affiliates pave the way for human communication. Brand personification is done in this respect. Although BP can be defined separately from human personality, it is not entirely independent of it. Therefore, in this study, the indicators of the component themes of consumer BP present in Iran’s market are clearly demonstrated. The present study, which falls into the category of developmental research in terms of objective, is carried out qualitatively. As a developmental research, this study uses a sample of 29 students of management whom were selected by non-probability sampling (purposive and judgemental). The main research tool was an open-ended questionnaire, completed and collected by semi-structured interviews. The findings consist of 74 indicators that were extracted and compiled from the literature review, theoretical foundations, research background (such as Aaker, 1997 and Geuns et al. 2008) and semi-structured interviews using NVivo software, which could be divided into eight positive and negative dimensions. Furthermore, some of the 74 indicators or personality traits identified for Iranian consumer brands include beautiful, personable, hardworking, always friendly, strong and capable, skilled, attractive, creative, efficient, competent, competitive, friendly to little ones, old friend, funny, dysfunctional, uncommitted, insincere, unfriendly (unkind), bully, tyrant, naughty, narcissistic that actually constitutes the personality themes of consumer brands in Iran’s commodity market.

The world economic image has been changing. It has been a long time since the sole important resources of an organization were financial and physical. In the newly-emerged global economy, knowledge and information are accounted as the most significant resources in order to produce value. Obviously, as the demand for knowledge to reach success is increasing day by day, maintenance and enhancement of an organizations’ inner knowledge possesses a high degree of importance. This knowledge is used by the individuals inside the organizations. In other words, human resource plays a vital role in an organization’s knowledge management. Additionally, due to the complexity of working conditions and advent of fierce competitions, a sheer number of organizations have moved towards project-oriented activities in an attempt to detract from the costs and to boost flexibility. Accomplishment of project-oriented activities is met in the form of a matrix organizational structure and therefor, upon completing any project, the human resource will immediately become involved in the next project or are even likely to leave the organization. Hence, maintenance of their knowledge and experience and transferring them to the next projects tend to be a matter of discussion.