Urban Competitiveness: Identification and Analysis of Sustainable Key Drivers (A Case Study in Iran)

Abstract

From the mid-1990s onwards, the concept of competitiveness was introduced to firms at the level of countries, regions, and cities. It was used as an index of the success and superiority of places. The present study used quantitative (survey) and qualitative methods in the framework of the exploratory paradigm to achieve key driving variables affecting the competitiveness of Kermanshah. The present study was applied in terms of its purpose and descriptive–analytical nature and research method. The study’s statistical population consisted of experts related to the Kermanshah competitiveness index, which studied 30 experts using the snowball method. MICMAC software was used to analyze the research data. Findings indicated that out of a total of 54 variables affecting the competitiveness of Kermanshah, 11 variables were in this group, which were the role of Kermanshah city in the power structure (MIN1); geographical and strategic location (MIN4); national, regional, and local plans (MIN5); management (MIN6); clean and healthy air (ENV1); potential sources of soil and water (ENV2); security of space (SEC2); the agricultural sector (ECO7); domestic tourism (ECO16); foreign tourism (ECO17); and sustainable sources of income (ECO19). The final model of Kermanshah’s future competitiveness will be that in the first stage, if the government (administration and government structure), in the form of national, regional, and local programs, pays attention to the competitive advantages of places. Especially, in large cities, and eliminating regional inequalities and in the next stage, local government (officials, managers, and all planners as the executive department) will need to act in order to operationalize the competitiveness of the city. With the correct use of opportunities and potentials (economic, socio-cultural, environmental, and security), in the 20-year horizon, Kermanshah will be a city with national and even transnational competitiveness. Otherwise, in addition to burning opportunities and destroying the capabilities of Kermanshah, other places adjacent to Kermanshah province will gradually be involved in challenges; tensions; and economic, cultural, social, environmental, security, and other crises.

Application of Hybrid Dibr-Fucom-Lmaw-Bonferroni-Grey-Edas Model in Multicriteria Decision-Making

“…The EDAS method was presented by Keshavarz Ghorabaee et al [54]. The method has so far been applied in its basic form [55,56], as well as in fuzzy environment [57][58][59][60][61][62], grey environment [63,64] and rough environment [65]. The Fig.…”

Benchmarking urban competitiveness for economic recovery: an application to Porto and Lisbon

“…Specifically, assuming as a main hypothesis that urban competitiveness is a multidimensional and complex phenomenon, we refer to the following three dimensions: “Green Transition”, referring to dimensions within the roadmap towards sustainable development, diversification of energy resources, improvement of environmental quality, safety and environmental management (Jiang and Shen, 2010; Hammer et al , 2011; Papa et al , 2016; Van Den Berg et al , 2016; Komasi et al , 2022; Cassinger and Thufvesson, 2023); “Digital Transition” referring to digitalization across the economy and society at large (education, business, public sector) along with the spread of skills and the diffusion of technologies (Filo, 2007; Van Winden and Carvalho, 2008; Dmitrieva and Guseva, 2019; Penco et al , 2020); and “Economic and Social Resilience”, including dimensions related to the level of equity and inclusion, social provisions and salaries, employment, and touristic resources (Williams et al , 2013; Martin and Sunley, 2017; Säumel et al , 2019; UNESCO, and World Bank, 2021).…”

“…Empirically, different concepts and methods have been used to analyse place-based and urban competitiveness (Camagni, 2002; Nasi et al , 2022), with the complexity of the phenomena calling for multivariate approaches (Ciccarelli, 2006; Sinkienė, 2014; Komasi et al , 2022). To do so, composite indicators, rankings and benchmarking exercises, despite their limitations, have been considered useful tools to assess the phenomena and support decision-making as they allow for the illustration of multidimensional phenomena with a relatively small amount of information (Papa et al , 2017; Sáez et al , 2020).…”

Evaluation of the social-cultural competitiveness of cities based on sustainable development approach

“…Kermanshah has a suitable geographical location, as It's 525 km away from the capital of Iran (Metropolis of Tehran). This city is the second-largest and most populous city in the west and northwest of Iran (after Tabriz) and the largest city in Kermanshah province (Kermanshah Master Plan, 2004;Komasi et al, 2022). City of Kermanshah has five districts, four cities, and 13 villages.…”

“…City of Kermanshah had a population of 946,651 in 2016. This city is the second largest city in the west and northwest of Iran (after Tabriz city) (Komasi et al, 2022). Kermanshah city has a lot of capabilities in natural and human capacities, especially in the tourism sector.…”