ارزیابی جایگاه کلانشهر اصفهان در مسیر جهانی‌شدن با بهره گیری از مدل ترکیبی AHP-SWOT

1. Introduction

Globalization has profoundly influenced cities, with certain cities emerging as "global cities"—strategic hubs for decision-making, innovation, and international exchange (Aghaei et al., 2013; Rafieian & Farjam, 2011). According to Friedman (1986) and Sassen (2001), global cities function as command centers and specialized service producers, while Taylor (2004) emphasizes inter-city connections. Globalization also presents challenges requiring strategic planning (Shams et al., 2015).

Among 215 candidate global cities, Iranian metropolises lag behind; Tehran fell to 108th globally in 2020 (Kazemi & Mohammadi, 2022). Geopolitical factors such as sanctions and regional tensions have reduced foreign investment and increased inequality. Isfahan, the cultural capital of the Islamic world, holds significant potential to become a global cultural and tourism hub, yet geopolitical and economic challenges hinder its development (Zali & Ashrafi, 2013). Despite these obstacles, globalization remains strategically important for attracting investment, boosting local economies, and strengthening cultural identity (Alderson, 2006; Rahnama, 2007).

This research develops a framework to help local decision-makers position Isfahan as a global city. The study addresses: (1) the concept and dimensions of global cities; (2) key indicators affecting urban globalization; (3) Isfahan's current status; and (4) priority components for its globalization process.

2. Research Methodology

This applied, descriptive-analytical study employed a mixed-method approach. Library research and systematic literature review were used to extract globalization indicators, while questionnaires and multi-criteria decision-making methods were applied for prioritization. The study focused on Isfahan metropolitan area during 2024–2025.

The statistical population consisted of 85 experts in urban planning, political geography, and metropolitan development in Isfahan. Using census sampling, 72 individuals (85%) participated. Data were collected via a researcher-developed questionnaire, whose content validity (CVR > 0.99) and reliability (Cronbach's alpha = 0.87) were confirmed.

Data analysis included descriptive statistics (SPSS) and inferential analysis using AHP to prioritize components (all consistency ratios < 0.1). SWOT analysis was also employed to identify internal and external factors, and integrated AHP-SWOT results determined prioritized strategies.

3. Results and discussion

This study aimed to formulate a strategic planning framework to enhance Isfahan's position as a global city. The findings demonstrated that among the five main dimensions of globalization, the socio-cultural dimension—particularly UNESCO-registered cultural heritage and international tourism—holds the highest priority, reflecting Isfahan's comparative advantage as the cultural capital of the Islamic world. However, the Importance-Performance Analysis revealed that the most critical gaps requiring urgent intervention lie not in the socio-cultural dimension but in the infrastructural-technological, environmental, and political-administrative dimensions. Indicators such as the international airport, smart city infrastructure, air quality, and climate resilience exhibit notably weak performance relative to their importance.

The strategic positioning of Isfahan in the ST (Competitive-Defensive) quadrant of the SWOT matrix indicates that while internal strengths (such as rich cultural heritage and historical urban fabric) outweigh internal weaknesses, external threats (including the exodus of elites, regional competition, geopolitical tensions, and water scarcity) dominate available opportunities. This configuration necessitates a strategy that leverages strengths to mitigate threats—a diversification approach rather than an aggressive growth strategy.

Accordingly, the proposed strategic framework prioritizes the following actions: (1) strengthening Isfahan's cultural brand to differentiate it from regional competitors; (2) preventing elite migration by creating employment opportunities in creative and cultural industries; (3) launching an international campaign to revive the Zayandeh-Rud River, utilizing UNESCO's status as a leverage point; (4) upgrading international airport infrastructure and accelerating smart city initiatives; and (5) enhancing urban diplomacy and attracting foreign direct investment through targeted incentives.

Crucially, Isfahan's cultural-historical capital serves as the main driver of its globalization potential. However, this capital alone cannot elevate Isfahan among global cities without immediate and coordinated action in infrastructure, environmental management, and addressing the threat of brain drain. The study concludes that a balanced, multi-dimensional strategy—one that simultaneously capitalizes on cultural assets while urgently addressing infrastructural and environmental bottlenecks—is essential for Isfahan's successful integration into global city networks.

Future research should focus on comparative studies with other emerging global cities in the Global South, empirical investigations into the effectiveness of proposed strategies, and scenario-based modeling of Isfahan's globalization trajectories under varying geopolitical conditions.

4. Conclusion

This study developed a strategic planning framework to enhance Isfahan's position as a global city. The findings revealed that the socio-cultural dimension, particularly UNESCO-registered heritage and international tourism, holds the highest priority. However, the most critical gaps are in infrastructural, environmental, and political-administrative dimensions. Isfahan's strategic position in the ST (Competitive-Defensive) quadrant indicates that while internal strengths outweigh weaknesses, external threats dominate opportunities. Therefore, a diversification strategy leveraging cultural assets to mitigate threats—such as elite migration, water scarcity, and regional competition—is essential. Cultural capital alone cannot elevate Isfahan without urgent action in infrastructure, environmental management, and brain drain prevention.