نوع مقاله : مقاله علمی پژوهشی
نویسندگان
1 دانشجوی کارشناسی ارشد، گروه مدیریت کسب و کار، پردیس البرز، دانشگاه تهران، تهران، ایران.
2 پسادکتری مدیریت، دانشکده مدیریت صنعتی و فناوری، دانشکدگان مدیریت، دانشگاه تهران، تهران، ایران.
3 استادیار، گروه مدیریت رسانه و ارتباطات کسب و کار، دانشکده مدیریت کسب و کار، دانشگاه تهران، تهران، ایران
چکیده
کلیدواژهها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
Objective: Tourism is a complex and composite system comprising numerous factors and subsystems, along with various groups and stakeholders. Strategic opportunities can be identified and exploited when all components achieve appropriate coordination and balance, and when the involved groups and stakeholders participate willingly. Therefore, this research aims to design a model for strategic opportunities in Iran’s tourism industry, with a focus on immigration institutions.
Methodology: This research is qualitative in terms of its objective and methodology. The first part of the study involved extracting texts related to tourism concepts and strategic opportunities from library resources. The criterion for selecting written texts was the presence of the words “tourism,” “strategic opportunities,” and their derivatives. The second part involved interviews with 19 managers from the tourism sector of Tehran Province during the spring of 2025. The target population of the research comprises managers of Iranian immigration institutions. This includes academic experts with at least two articles in the fields of strategic opportunities and tourism, and research projects in this domain. The executive segment includes individuals with a university degree, at least 7 years of work experience, and experience managing one or more projects within Iranian immigration institutions. Sampling was conducted purposefully, with introductions from professors and experts in the field, and continued until the researcher reached theoretical saturation. The interviews were analyzed using a three-stage coding process with ATLAS.ti 8 software.
Findings: The findings led to the identification of 11 components, 21 indicators, and 57 selected codes. The identified components include: Employee Empowerment (employee empowerment, group empowerment), Leadership Style (participatory leadership), Economic Resilience (market sensitivity, electronic markets), Knowledge Management (knowledge screening, knowledge sharing), Government (supportive policies, tourism ecosystem), Legal (organizational regulations and procedures, immigration regulation structuring), Internal Marketing (customer orientation, marketing procedures), Cultural (external organizational culture, internal organizational culture), Organizational (structural, content-related), Stabilization and Freezing (internal barriers, external barriers), and Non-traditional Tourism Attractions (medical tourism, educational tourism).
Conclusion: The results show that understanding market sensitivity to tourism occupations allows businesses to adapt their offerings based on consumer trends and behavior. This responsiveness can lead to tailored marketing strategies and increased customer satisfaction. Consequently, this can foster the development of sustainable tourism products and services, enhance brand reputation, and create a competitive advantage. Furthermore, a precise understanding of tourist preferences enables businesses to provide more personalized experiences and prevent resource wastage. This not only improves service quality and increases customer return rates but also paves the way for innovation in travel package design, the expansion of lesser-known destinations, and strengthening engagement with local communities. Ultimately, such an approach can ensure the long-term economic and social sustainability of the tourism industry through immigration institutions. Also, improved infrastructure can increase students ' learning experience and transform iran to a more attractive destination for higher education .
کلیدواژهها [English]
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