DEVELOP AN EDUCATIONAL MODEL BASED ON PROPOSED VALUE IN PORTS AND MARITIME ORGANIZATION (USING GROUNDED THEORY AND INTERACTIVE QUALITATIVE ANALYSIS) DESARROLLAR UN MODELO EDUCATIVO BASADO EN EL VALOR PROPUESTO EN LOS PUERTOS Y LA ORGANIZACIÓN MARÍTIMA (UTILIZANDO LA TEORÍA FUNDAMENTADA Y EL ANÁL

The Educational model in the port and maritime organization is a model that establishes a method based on training people who can make balance between demands and cost supplies. The study area is the Ports and Maritime Organization (Shahid Rajaee Port), 15 km from Band Abbas in Hormozgan province. The statistical population (N), in the first qualitative phase for formulating the grounded theory model, is the statistical population consisting of legal customers of owners of goods, shipping lines including bulk, containers and downloading and loading companies of Hormozgan Ports and Maritime Administration. In the second qualitative phase and in the interactive qualitative analysis, the statistical population consists of experts related to the research topic in the form of a focus group. In the qualitative part of the grounded theory, maxqda software was used for initial data analysis. Despite extensive studies by researchers in port areas, customers and the value provided to them has not received much attention by Iranian researchers. Accordingly, the development this educational model with appropriate explanatory power to examine the nature of proposed valuebased competitiveness (from the customers' point of view) and how and why value-based competitiveness necessitated the need to conduct the present study and it was attempted to fill the main gap between an ideal situation and an existing situation, that is the lack of access to a local model with suitable explanation power. 1 Allameh Tabataba'i University, Iran. 2 University of Tehran, Iran. 3 University of Tehran, Iran.

Resumen: El modelo educativo en la organización portuaria y marítima es un modelo que establece un método basado en la capacitación de personas que pueden hacer un equilibrio entre las demandas y los costos. El área de estudio es la Organización Marítima y de Puertos (Puerto Shahid Rajaee), a 15 km de Band Abbas en la provincia de Hormozgan. La población estadística (N), en la primera fase cualitativa para formular el modelo de teoría fundamentada, es la población estadística que consiste en clientes legales de propietarios de bienes, líneas de envío que incluyen graneles, contenedores y compañías de carga y descarga de Hormozgan Ports and Maritime Administration. En la segunda fase cualitativa y en el análisis cualitativo interactivo, la población estadística está formada por expertos relacionados con el tema de investigación en forma de grupo focal. En la parte cualitativa de la teoría fundamentada, se utilizó el software maxqda para el análisis inicial de datos. A pesar de los extensos estudios realizados por investigadores en áreas portuarias, los clientes y el valor que se les ha brindado no han recibido mucha atención de los investigadores iraníes. En consecuencia, el desarrollo de este modelo educativo con el poder explicativo apropiado para examinar la naturaleza de la competitividad basada en el valor propuesta (desde el punto de vista de los clientes) y cómo y por qué la competitividad basada en el valor requería la necesidad de realizar el presente estudio y se intentó para llenar el vacío principal entre una situación ideal y una situación existente, es decir, la falta de acceso a un modelo local con un poder explicativo adecuado.

INTRODUCTION
Competitiveness is a key issue that should be viewed differently in organizations in recent years, so different perspectives on the determinants of competitiveness is presented (Thompson, 2001). Therefore, the search for new ways to compete in the competitive markets is a key element of marketing (Griffith, 2001). Competitiveness as a multi-dimensional concept is also evaluated using variables such as the degree of organization's adaptability to changes in the business environment, competitive advantage and performance indicators (Achrol, 1999). In the age of globalization, competitiveness is an important issue among policymakers and it is considered a means of achieving favorable economic growth and sustainable development (Dess & Lumpkin, 2003). The competitiveness model in the port and maritime organization is a model that establishes a balance between the benefits and costs of supply and demand side (Gahan & Silverman, 2006). Whenever this relationship reaches an optimal point in practice, long-term success in business is guaranteed. This model is very valuable and provides an effective analytical basis for evaluating different managerial approaches and their impact on the success of organization, but this model is more general to be effective on managerial decisions directly (Mc Aulay et al, 1997). This analysis describes how competitiveness is formed in the real environment and illustrates how well each of the quality attitudes prepares the organization for success in the competitive environment (Skandia, 1997). The analytical integration of the competitiveness model with different quality attitudes showed that not all of these attitudes could contribute equally to the creation of competitive advantage (Skyrme & Amidon, 1997). The most effective approach is a value-based approach that considers customer interest and cost of production in an effective and balanced way (D'Cruz and Rugman, 1992). This attitude, not only in terms of quality, but also in all managerial decisions, can be a guiding indicator to greater success and competitiveness of the organization (Bontis et al, 2000).
Competitiveness in the port and maritime organization is defined as the ability and willingness to enter the competition. From the economic perspective, Michael Porter defines competitiveness as equal to productivity and how an organization or nation uses its human resources, capital and natural resources (Bontis, 1996). On a micro scale, competitiveness refers to the value that a product creates for a customer compared to a competitor, and this depends on two important factors: the degree of desirability fulfilled by ownership or capturing a product for the customer (benefits) and the amount of cost generated from owning or capturing that product for the customer (Bontis, 1999). Excellence in either of these two factors makes the organization competitive. In the port industry, due to the variety and complexity of their needs and expectations, customers are able to simply switch to ports that provide more complete and better services through a variety of channels (Bontis, 2001). Along with these, it should be considered that not only having the efficient technical capability can guarantee to provide the required customer service, but also the analysis of the business position and knowing the actual needs of the customers are crucial for the competitiveness of ports (Bontis, 2002). The purpose of this paper is to explain a specific model of competitiveness, at enterprise level not industry or national levels (Bontis, 2003). ; In a study "Factors Affecting Competitiveness in Iran of Iran and the countries of Southeast Asia" investigated that the competitiveness presented in the development of theories of competitive advantage and transformation emphasizes the effective growth of productivity and per capita income in the international process. The results indicate that the impact of oil revenues on oil rich countries on competitiveness is only fulfillment of basic needs, and nonoil countries have increased competitiveness by relying on efficiency. , In a study "The Impact of Government's Role on Competitiveness", stated that effective real exchange rate is considered as one of the most important factors of international competitiveness. Generally, the findings of the study show that increasing the role of government reduces the competitiveness of domestic goods at international level. (Bontis, 1998), in a study "A Competitive Strategic Position Analysis of Major Container Ports in Southeast Asia" stated that the importance of planning strategies to achieve higher competitiveness has become more apparent in the context of seaports since seaports have been encountering quickly changing and highly competitive business environments. Therefore, the strategic competitive position of seaports needs to be investigated using strategic positioning methods. The purpose of this study was to analyze the competitive positions of the top 20 container ports of five countries in the Association of Southeast Asian Nations (ASEAN-5) in six years from 2009 to 2014. (Bozbura, 2004); in a study "Proposal of a model to measure competitiveness through factor analysis" Presented a simultaneous competitiveness measurement model for the three geographical levels: country, states, and municipalities. For this, a multivariate factor analysis method was used to help identify five factors, seven sub-factors, and thirty variables. The results indicate that, in 2010, the municipality of Hermosillo was the most competitive. (Ambashtah & Momaya, 2002); in a study "Marketing innovation: A consequence of competitiveness" used complexity theory to probe the relationship between competiveness and innovation in the marketing practices of large manufacturing firms that offer their branded products in a foreign market by engaging a network of local small-and medium-sized enterprises (SMEs) as resellers of their brand. This study finds that innovativeness in the marketing initiatives of the brand can be a function of the contributions made by the brand to its competitiveness. Nevertheless, the findings are also subject to some limitations and provide direction for future research on the topic.

MATERIALS AND METHODS
In the first phase of qualitative studies in order to understand the nature of competitiveness based on proposed value in the port and maritime organization, the grounded theory method based on customer perspectives and in the second qualitative phase, identification of the method of competitiveness based on proposed value in the port and maritime organization, interactive qualitative analysis method using expert views are used. The study area is the ports and maritime organization (Shahid Rajaee Port), 15 kilometers from Band Abbas in Hormozgan province. The statistical population (N), in the first qualitative phase for formulating the grounded theory model, is the statistical population consisting of legal customers of owners of goods, shipping lines including bulk, containers and downloading and loading companies of Hormozgan Ports and Maritime Administration. In the second qualitative phase and in the interactive qualitative analysis, the statistical population consists of experts related to the research topic in the form of a focus group.
Also, the purposeful sampling is used in the form of forming focus group with snowball method.
In the qualitative section of the grounded theory, the maxqda software was used for initial data analysis. In the interactive qualitative analysis section, after identifying the research objectives and questions, the first step in collecting data in the interactive qualitative analysis method is to identify the internal links in the system under study that are referred to as systematic fragments by Northcutt & McCoy and is based on the participants' experiences of the phenomenon under study, and the set of laws and correlations are used inspired by system theory. Based on the data of these systematic exploration, the internal link relations Table, the internal relationship Chart, and then the system impact Diagram are plotted and the analysis is performed on the basis of these methodological measures (Figures 1 and 2).

Terminology of design
Competitiveness: competitiveness is defined by empowerment and willingness to enter the competition. From the economic point of view, Michael Porter defines competitiveness as the productivity and how an organization or nation uses its human resources, capital and natural resources (Amidom, 1999). On a micro scale, competitiveness refers to the value that a product creates for a customer compared to a competitor, and this depends on two important factors: the degree of desirability fulfilled by ownership or capturing a product for the customer (benefits) and the amount of cost generated from owning or capturing that product for the customer (Carayannis & Popescu, 2005).
Proposed value: It represents the products and services that create value for a particular customer section. In fact, the proposed value is the reason why a company is preferred to other companies by customer. Each proposed value is made up of a selected package of products or services that meet the needs of a specific section of customers. In other words, the proposed value in a business model is a set of benefits that the company offers to customers.

Axial coding
Codes, concepts and causal condition categories, (Cater, 2001) causal conditions refer to the events leading to the occurrence or growth of phenomena. When such symptoms are absent, causal conditions can often be found by looking at the phenomena themselves and by regularly looking at the data and reviewing events or that precede the phenomenon (Table 1). Codes and concepts of the axial phenomenon, Strauss and Corbin developed a process that the central category to confirm the role of researcher is used as theoretical reconstruction. This category occurs during selective coding. According to Strauss's theory (Cater & Alfirevic, 2003), the central category has six axial issues: 1. It is repeated often in the data.2. The link between the different data is 3. Because it is a central category, it then explains the variables in all data. 4. Applies to general theory 5. It can be analyzed and its movement is progressive.6 This variable helps to analyze maximum variables (Table 2). Codes, concepts, and categories of context phenomena represent contexts of a series of special properties that signify a phenomenon. In other words, the location of events or events related to the phenomenon along one dimension. Context is a series of specific conditions in which interaction strategies are developed to control or respond to the phenomenon (Combs & Moorhead, 1992) (Table 3).  Codes, concepts and categories of strategies (Table 5). Codes, concepts, and categories of consequences, actions, and reactions for the management and control of a phenomenon have consequences that cannot always be predicted and are not necessarily those intended. Mutual behaviors may have consequences for people, places, or objects. The consequences can be accidents or incidents, such as disease worsen by ignoring diet (Table 6).

Selective coding
Selective coding goes through a process whose first step is the main story line. The second step is to link the supplementary categories. The third step is to relate the categories to each other in the next level. The fourth is to confirm those relationships regarding the data. The last step is to complete the categories that need to be modified or expanded. These steps are not necessarily sequential, but rather the researcher comes and goes between them. Selected coding reaches the final stage with theoretical saturation. Theoretical saturation means more coding, reinforcing categories, and so on and do not provide new knowledge. At the same time, the method is so flexible that the researcher can re-enter the same source texts and codes from open coding with a different question. The purpose is to formulate a grounded theory of a different subject. In grounded theory, we relate sub-categories in a series of relationships to a category that is an expression of the causal conditions of the phenomenon, context, mediating conditions, interaction strategies, and consequences.
According to the findings of the axial coding step, the grounded model is in accordance with the following chart:

Creating ART table
In this step, the relationships between the factors will be explained by analyzing all possible pairs of relationships. During this phase, the ART correlation table was completed, in which all perceived relationships were summarized.

Proposed value of competitors
It represents the services that competitors create value for a specific customer segment. In fact, competitors' proposed value is the reason customers prefer a port over other ports. N2 New service development New Service Development (NSD) is a set of activities and growth policies that are at different stages of delivering better services that lead to partial or total service modifications for different segments of the market. Due to the intense competition and the existence of services as an (intangible) intellectual property, supporting the service development process seems very difficult.
N3 Customers expectation Customer expectations are those that are definitely not needed, but fulfilling them creates a pleasant feeling that causes the stability of relationship. So it seems that customer satisfaction has a direct relationship with meeting their expectations.

N4
Flexibility Port flexibility refers to improvement after shock and returning the normal state and refers to the adaptability with changes.
N5 Improve the competitive position of organization in market It involves a set of factors or capabilities that always enable a port to perform better than its competitors. In fact, it occurs when a port achieves improvements, capabilities, and development in an attribute or combination of attributes compared to other competitors.

Management of organizational behaviors
They accept that employees have the right to think for themselves and their desires, aspirations and priorities. Employees have the right to talk about their rights while working and loving their work. They also want leave and think about growth and progress. Complain about low learning, and in short, employees of an organization cannot, at the moment of entry into the organization, abandon all their personal concerns and desires and work as a gear in a large mechanical structure.
N7 Customers loyalty Deep commitment to repurchasing or re-choosing the organization's services, continually in the future, that even if competitors make efforts to attract customers, loyal customers will continue to use the port.
N8 Improve the received value of customers Improving customer perception of the port of what is used, received, determined and it is in fact what is obtained by the customer.

Policies of government and organization
Actualizing the empowerment of ports using private sector resources based on resistive economy with the great impact of government and change of policies of organization with the change of ministries and government on organization. N10 International economic, political geographical conditions where systematic risk is high in the country or the country faces negative news in the field of international politics and economics, it shapes people's expectations for rising inflation and exchange rate growth and this leads to a sharp influx of liquidity into the non-productive and speculative sectors, making it harder for productive and service sectors, especially ports. With a high presence on transit routes and proximity to central Asian markets, it can serve as a bridge between East and West to make things better.

Management of proposal of customers
Proposal management of customers is a strategy for management of all recommendations of potential customers and its current customers and helps to increase business profitability.
N12 IT development Information Technology is the use of computers and other technologies to work with information, here any technology whether any device or technique is considered.

Competitive competence
Competitive competence is the increasing attractiveness of port offers compared to competitors in terms of customers. In fact, port competitiveness is a feature differentiation that enables it to provide better services than competitors (better value) to customers. N14 Competitive advantage development Competitive advantage development is defined as the economic ability of ports to increase their share in international markets based on its competitive advantage.
Finally, the output of this step was in accordance with the table above. In the process of the second focus group meeting, the interview manager discussed the relationship between the identified components and asked the focus group members to complete the IRD initial chart separately and explain the relationships between each internal link pair. After incorporating the comments, the relationship between the components was aggregated in the form of an IRD chart and a final ART table. In the initial chart as the result of views of experts, the numbers inside each home indicate the frequency of each relationship. However, in reading INS and OUT values , only the number of relations is counted not their frequency.
Identification of important analytic relationships, in accordance with the approach introduced in the methodology of interactive qualitative analysis, at this stage, we should determine which relationships should be excluded from the final model. Northcutt & McCoy believe that relationships that have only one frequency should be ignored. It is also important to determine which relationships are responsible for the highest variance. As the cumulative frequency column shows, out of the total of 67 relationships stated by experts, the first 10 relationships account for about 30% of total relationships. To obtain the minimum number of relationships possible, we place the cut-off point at the location where the maximum power is possible and as a result the minimum power relations are ignored. Accordingly, in the 29th relation, the maximum possible power was obtained 0.293.
Drawing a graph of internal relations is the first step in a process called system logic. The matrix shown in this diagram shows the state of the relationships derived from the Pareto protocol.
In the final diagram of columns, the relationships are ordered with the highest delta to lowest delta.
Positive delta relationships are explained as drivers or causes, and negative delta relationship will be explained as influences and outcomes. Zero-delta relationships were also labeled axis or circular relationship. Also the relationships with the highest delta were categorized as the primary driver and the other relationship as the secondary driver. Regarding the outcomes, the same is true. As P á g i n a | 20 can be seen in Fig. 4, the final IRD, given the relationship of N14, N10, N6, N2 beneath cut off point, these internal affinities will not appear in the final model.   Accordingly, the axial phenomenon in the present study consists of the concepts of "competitiveness" and "proposed value".
The discussion of context conditions, in the formulation of a competitiveness model based on the proposed value in the port and maritime organization, context shows a series of special characteristics that signify a phenomenon. In other words, the location of events or events related to the phenomenon along one dimension. The context is a series of specific conditions in which interaction are used to control or respond the phenomenon.
The criterion for the inclusion of these factors is contextual conditions expressed in two key factors: First, the factors are intangible so that at first glance they are not transparent, and are in the background, also, the fixed nature of factors as their changes are little to consider them as contextual conditions. It is also noteworthy that the contextual conditions are generally less controllable than the interfering conditions, and their understanding will require deeper and P á g i n a | 24 fundamental studies. In this research, the formulation of competitiveness model based on the proposed value in Ports and Maritime Organization identified two categories in the field of context phenomenon.
Discussion of intervening conditions, in the formulation of a competitiveness model based on the proposed value in the Ports and Maritime Organization, mediating conditions are broad conditions affecting mutual influence. These conditions generally include: time, space, culture, economic status, level of technology, occupation, history, and one's life events. Grounded theory is the theorizing method with biased mutual interaction. The subject matter of the study, whether it is individual or group, mutual action is used with the aim of managing, deal with, accomplish, showing sensitivity to a phenomenon that is understood in a particular context can be perceived.
The interaction element is focused both on the individual and on the interaction of the other group members.
Accordingly, in the grounded model of this study, three categories of uncontrollable factors, customer characteristics, and competitor characteristics are classified under contextual conditions. Discussion of strategies, In order to develop a competitiveness model based on the proposed value in the port and maritime organization, strategies are based on actions and reactions to control, manage and deal with the phenomenon in question. Strategies are purposeful, intended, and are occurred for some reasons. There are always intervening conditions that facilitate or limit strategies.
According to customer statements, a set of different strategies are identified for competitiveness based on the proposed value in the port and maritime organization in three categories: business intelligence, value creation and customer orientation.
Discussing about outcomes, for developing a competitiveness model based on the proposed value in the ports and maritime organization, the results emerging from the strategies are the outcomes of the results of the actions and reactions. Outcomes cannot always be predicted, and they are not necessarily what people intended. Outcomes can be events, be negative, be real or implied, and occur in the present or future. It is also possible that what is considered to be an outcome at some point in time becomes part of the conditions and factors.
Intelligent consideration of customer proposed value can have many benefits for ports, and the effects of this improvement will eventually return to the competitive field of ports. In this regard, in the current study, three categories form the overall outcomes of the grounded model. The categories include: -Customer benefits, -Organization benefits, -society benefits.
Comparing the findings of the two contextual and interactive approaches, in order to formulate a competitiveness model based on the proposed model in the port and maritime organization by using the dual approach simultaneously, the perspectives of customers and port experts were investigated. However, a contextual approach was used based on the consideration of the view of customer. The reason for adopting this approach was to gain a deeper insight into the nature of the phenomenon studied, namely relationship with ports customer. Regarding the methodology of the grounded theory, the main strength of this method is in its strong understanding of the conditions under study with the aim of theorizing. On the other hand, interactive qualitative analysis was suitable to investigate the nature of approach. Besides using this approach, the researcher has a good understanding of the reasons for the ports' attention to competitiveness and proposed value and has carefully examined this from the perspective of the primary drivers of the final model. However, the main drivers can be considered as causal conditions in grounded theory approach, however, the IQA provides a more focused and facilitated approach to identify and understand these drivers. How to achieve an optimal system of competitiveness and proposed value are other achievements of the relevant IQA research model that are visually represented as secondary drivers and outcomes. This set of internal links has a great semantic relevance to the strategic conditions underlying the grounded theory. However, because of their exploration through the brainstorming approach in focus group, they are very rich and comprehensive. In this regard, we can refer to the number of initial codes in the initial steps of the two methods of interactive qualitative analysis and ground theory can be noted, although the focus group time is (over 4 hours) approximately one-third of the total time spent interviewing of grounded theory, the number of extracted codes had double frequency in IQA method. The other characteristic of the IQA approach is the high applicability of the final model based on the specific organizational conditions of the phenomenon under study. Also, using the grounded theory approach presented a more theoretical model with rich theorizing capability. However, interactive qualitative approach by using the experts view, showed new theoretical propositions for the researcher. To formulate the competitiveness model based on the proposed value in the ports and maritime organization in the following Table, the extracted categories and concepts of IQA, GT approaches are compared (Table 8).