African Journal of
Business Management

  • Abbreviation: Afr. J. Bus. Manage.
  • Language: English
  • ISSN: 1993-8233
  • DOI: 10.5897/AJBM
  • Start Year: 2007
  • Published Articles: 4193

Full Length Research Paper

Designing dynamic model for measuring the effects of cultural values on Iran's economic growth

Farzaneh Chavoshbashi1*, Mohsen Ghadami2, Zahra Broumand3 and Fatemeh Marzban4
1Department of Accounting, West Tehran Branch, Islamic Azad University, Tehran-Iran. 2Department of Management and Cultural planning, Science and Research Branch, Islamic Azad University, Tehran, Iran. 3Department of Public Management, Center Tehran Branch, Islamic Azad University,Tehran, Iran. 4Young Researchers Club, Marvdasht Branch, Islamic Azad University, Marvdasht, Iran.
Email: [email protected]

  •  Accepted: 16 December 2011
  •  Published: 04 July 2012

Abstract

In recent years, analytical frameworks and empirical tools of economic culture and outcomes using closed developments led to the identification of methods and mechanisms that are culturally based on the economy that can be tested and may lead to economic growth and development. Considering the relationship between culture and economic growth in modern societies, this paper investigated the cultural values of Iran's economic growth using the analytical hierarchy process (AHP) technique according to the VENSIM modeling software discussed in terms of dynamic and behavioral components of cultural values on economic growth in Iran. The results showed that of 100% criteria constituting the cultural value of Iran, there is 12.5% share of "individual values" and 87.5% share of "social values".

 

Key words: Cultural values, economic growth, modelling, analytical hierarchy process technique, Iran.

Copyright © 2024 Author(s) retain the copyright of this article.

This article is published under the terms of the Creative Commons Attribution License 4.0

Back to Vol. 6 No. 26
Back to articles
  • Articles on Google by:
SUBSCRIBE TO RSS
SUBMIT MANUSCRIPT
CONFERENCES