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Entrepreneurship development is known as a key enabler of economic development, hence it has been contemplated in the strategic plans of various countries. Iran is no exception in that regard, since developing entrepreneurship has been emphasized in the country's third and fourth development plans, in order to tackle the increasing rate of population growth and unemployment. Now, as the fourth development plan has come to its end, it is necessary to evaluate the policies and programs related to entrepreneurship. The purpose of this paper is to assess the entrepreneurial development plans of this important Middle East country to provide a benchmark of influential policies on entrepreneurship development at both macro and micro level and to evaluate them accordingly.

Quantitative methods, namely survey and questionnaire distribution among experts dealing with entrepreneurship subjects have been used as the main method for data collection.

The results reveal that influential entrepreneurship policies at both macro and micro levels are not generally forward‐looking and supportive of entrepreneurship development. Therefore, some suggestions have been provided to develop these policies.

The paper presents findings of research which come from a rapidly‐growing, developing country, which can provide better insights from a less‐explored context and further add to the body of knowledge.

Gossip is one of the reality organizations. Employees might regard gossip as a kind of information and behave based on that, thus gossip management is of great importance for effective management. In this article we investigate gossip and suggest a model for managing it.

In this paper the authors have tried to study gossip behaviors and misbehaviors and suggest solutions to manage them.

Based on the literature on gossip, the authors suggest ABC model for gossip management in organizations. In the ABC model some factors like importance, ambiguity, stress and tension, tendency to believe gossips and contrast as antecedents, making gossips, fighting gossips and spreading gossips as a strategy and other factors like mistrust, feedback, behavior modifying mechanism, information source and evaluating the employees reaction have been analyzed as the consequences of gossip.

This paper analyses intentional usage of gossips by managers to shape the intended organizational realities in light of social constructionist.

Despite the huge amount of studies that have investigated the strategy–performance relationships and knowledge management (KM)–performance relationships, there is little consensus regarding the nature of these connections. By reviewing related literature, some notable limitations and inconsistent results are highlighted in extant studies. To address these challenges, this study aims to explore the effects of strategic orientation and KM mechanisms on business performance.

The study conducted an empirical investigation of 227 small- and medium-sized enterprises (SMEs) to explore the relationship between strategy−performance and KM−performance. Business strategy is conceptualized as a comparative construct with six dimensions, KM is conceptualized by two types of KM mechanisms of technical and non-technical KM mechanisms and business performance is measured by four dimensions of balanced scorecard (BSC). The cluster analysis was used to explore different aspects of these three constructs.

Using cluster analysis, the results indicate that firms with high level of analysis, defensiveness, futurity and proactiveness in strategic orientation have better performance and also the high level of both KM mechanisms another important finding shows that firms with more KM mechanisms have high performance and technical mechanisms have more predictor role on performance.

This research also has prescriptive implications for strategic managers and KM practitioners. The finding enhanced the understanding of the relationship between strategic orientations, KM and performance. The results assist managers to assess business performance regarding strategic orientations and KM mechanisms of the firms. Therefore, it helps firms to improve strategic resource allocation and exploit KM investment by considering ideal pattern of the performance.

By reviewing strategic management and KM literature, it is revealed that there are little studies about how the interaction of strategic orientation and KM influences business performance. The main contribution of the study is exploring the profile of the firms by considering their strategic orientation and KM mechanisms and their impact on business performance. This study provides an empirical evidence about interaction of strategic orientations, KM mechanisms and business performance in SME context, which is merely investigated in previous researches.