Abstract

This research examines the effects of the Joint Comprehensive Plan of Action (JCPOA) on business models, addressing a research gap in this area. The study focuses on a random sample of seventy-two small firms located in the Science and Technology Park of Tehran University. Data were collected through a questionnaire, and reliability and validity were assessed using Cronbach’s alpha, Dillon-Goldstein’s rho, convergent validity, and discriminant validity. The paired sample test was employed to determine the business model components influenced by the JCPOA. The results indicate significant positive differences in six components, including customer segments, customer relationships, key activities, key partners, cost structure, and revenue stream before and after the JCPOA. However, no significant differences were found in the value proposition, channels, and key resources. The findings suggest that the JCPOA has positively impacted business models overall. Notably, the need for significant differences in the value proposition contradicts previous research, highlighting the need for Iranian firms to adapt to new technologies. Conversely, improvements in customer segments and relationships can be attributed to lifting sanctions, allowing legal business transactions with Iranian companies and access to international markets. Channels and key resources showed no significant differences, implying the need for long-term planning and access to capital and distribution networks for Iranian companies. Key activities, key partners, cost structure, and revenue stream demonstrated significant increases, aligning with the ideas of previous studies.