No abstract

Due to uncertainty and large number of companies in financial market, it has become difficult to choose the right stock to investments. Identifying and classifying stocks using fundamental criteria help investors to better understand the risks involved in selecting companies and better manage their own capital, thereby rapidly and accurately choose their preferred stock and make more secure profit. The main concern that capital market investors are facing difficulty to choosing the right stock despite the uncertainties in the market. Uncertainties in the market that lead to incomplete information are presented in this article to complete the reciprocal preference relation method. The purpose of this paper is to present a method for completing information to reduce the uncertainties in the market and finally classify companies in each industry based on fundamental criteria. The classification method used is acceptability / reject ability which is based on distance fuzzy analysis yields more accurate results. Finally, a case study on one of the most critical industries in Tehran Stock Exchange is presented to show the effectiveness of the proposed approach.

Businesses from all industries need to monitor their environments and be strategically agile in their processes to be competitive in their respective industries. Strategic agility is defined as firm's strategic intent to achieve agile operations which are driven by the management emphasis on improving its time-based competitive advantage. In this paper, we aimed to understand the role of strategic agility in promoting organisational performance in their competition in the telecom industry. Six hypotheses were developed. By using questionnaires, data were gathered from interviewing 384 practitioners in the telecom industry. Statistical research software such as SPSS and LISREL were used to analyse the data. The results show that strategic agility positively influences technological capabilities and organisational innovation and these in turn positively influence competitive advantage of an organisation in the telecom industry. We find no statistical proof neither for positive influence of strategic agility on organisational learning nor organisational learning on competitive advantage.