Developing and Prioritizing Strategies for Sustainable Greenhouse Agribusiness: A Case Study in Hamedan Province, Iran

Abstract

Sustainability in agribusiness is pivotal for addressing environmental challenges and ensuring long-term agricultural productivity, particularly in resource-constrained regions. This descriptive and exploratory study aims to develop and prioritize strategies to enhance the sustainability of greenhouse agribusiness in Hamedan Province, Iran, offering practical insights for policymakers and practitioners. We employed a comprehensive approach, integrating a systematic literature review with semi-structured interviews conducted with 18 purposively selected experts, including university faculty, agricultural researchers, and sector managers. Through SWOT analysis, we identified key internal strengths (e.g., year-round production potential) and weaknesses (e.g., high energy consumption), as well as external opportunities (e.g., access to export markets) and threats (e.g., reliance on imports). The analysis revealed that the most effective strategies for promoting sustainable greenhouse development are predominantly defensive, focusing on mitigating internal weaknesses and external threats. Using the TOWS matrix, we developed and prioritized strategic recommendations, including policy frameworks for organic production, a national sustainability support program, and cooperative marketing initiatives to improve market access. These strategies can serve as a roadmap for enhancing greenhouse sustainability in Hamedan and offer a replicable framework for similar semi-arid regions facing comparable challenges.

1. Introduction

It is projected that the global population will reach 10 billion by 2050, marking a significant increase from 7.7 billion in 2019 [1,2]. This population growth is expected to raise the demand for food by approximately 40% [3]. Meanwhile, conventional agricultural systems worldwide face major challenges such as climate change, soil erosion, limited access to water resources for farming, and more [4,5,6]. One of the strategies to address these challenges is the development and expansion of agricultural production in greenhouses [7,8,9]. Greenhouse cultivation offers several advantages over open-field farming. The most significant benefit is the increased crop yield within these units compared with open spaces. Greenhouses can also provide environmentally friendly growth options by controlling temperature, light, and humidity, especially in regions exposed to adverse weather conditions [8,10]. Furthermore, under ideal conditions, greenhouse farming can contribute to the sustainable use of land, water, energy, and other resources by optimizing agricultural inputs within a confined space [5,11]. Greenhouses also offer opportunities for sustainability practices, such as water recycling, use of renewable energy sources, and carbon emissions reduction [12]. This approach can also reduce dependence on chemical inputs, such as fertilizers and pesticides, thereby promoting more environmentally friendly agricultural practices [13]. Additionally, greenhouse cultivation provides benefits such as utilizing uncultivable land through hydroponic systems [14], producing off-season crops, growing healthy products, and reducing agricultural waste.

Greenhouse development is essential in Iran due to dwindling water resources, inefficient agricultural practices, and high energy consumption [15]. Over the past decade, the greenhouse development plan, aimed at increasing crop production in greenhouses, has been communicated to agricultural extension centers across the provinces [16]. According to statistics, the area under greenhouse cultivation in Iran has increased more than 30-fold in the past 25 years, growing from 588 hectares in 1996 to 18,079 hectares in 2021, with an average annual increase of 673 hectares. This reflects significant expansion in the sector [17].

Iran is making considerable efforts to improve greenhouse sustainability, with the Ministry of Agriculture planning to build and renovate 50,000 greenhouses by 2025. However, research indicates that a large proportion of existing greenhouses remain unsustainable. Only 23.9% are classified as sustainable, while 45.8% are deemed unsustainable. This highlights ongoing challenges and the need for enhanced sustainability practices in the country’s greenhouse agriculture sector [18]. In terms of water management indicators in greenhouses, despite advancements in technology and the introduction of modern irrigation methods, Iranian greenhouses exhibit very low water use efficiency [19]. For example, reports indicate that the water use efficiency for tomato production in the country’s greenhouses is 31.4 kg per cubic meter, while the global average for greenhouse tomato production is 43 kg per cubic meter, and in leading countries like the Netherlands, it reaches 92 kg per cubic meter. This disparity is also evident for other crops, such as cucumbers and peppers [20]. Energy consumption statistics similarly reveal that energy use efficiency in Iranian greenhouses is significantly lower compared with other countries. For instance, in Iran, 12,213,550 megajoules of energy are consumed per hectare for cucumber production, whereas in Turkey, a country with similar climatic conditions, only 136,500 megajoules of energy are used per hectare for the same crop [20]. Thus, it can be stated that energy consumption practices in Iranian greenhouses are in stark contrast to the principles of energy efficiency and productivity. It is evident that the rapid expansion of greenhouse cultivation without adequate groundwork and infrastructure development poses significant threats. Therefore, to achieve sustainable development in the country, it is essential to identify opportunities and challenges, as well as strengths and weaknesses, to contribute effectively to this sustainability.

Hamedan Province has emerged as a focal point for greenhouse development in Iran’s agricultural planning, largely in response to escalating groundwater depletion and the broader national water crisis [17]. Aligned with the Ministry of Agriculture’s policies, the province has prioritized the expansion of greenhouse cultivation as a sustainable alternative. However, several region-specific challenges underscore the need for a systematic assessment of greenhouse sustainability in Hamedan. First, unlike arid regions such as Yazd or Kerman, Hamedan’s climate exhibits sharp seasonal fluctuations, with cold winters and hot summers. These variations impose unique energy demands, making energy efficiency a critical concern for greenhouse operations. Second, many greenhouses in the region have been established on highly fertile lands formerly used for staple crops like wheat and potatoes, raising questions about the opportunity costs and trade-offs in land productivity. Third, compared with more industrialized provinces such as Isfahan, Hamedan suffers from limited stakeholder engagement and an underutilized pool of skilled agricultural graduates, despite their potential to contribute significantly to sustainable greenhouse management [17]. These interconnected environmental, economic, and social challenges—alongside persistently low water and energy use efficiency—position Hamedan as both a microcosm of national sustainability issues and a strategically significant region for targeted interventions.

This study seeks to fill a critical gap by identifying and prioritizing the core challenges and opportunities that influence the sustainability of greenhouse agriculture in Hamedan Province. It further aims to develop context-specific and actionable strategies that can guide sustainable agribusiness practices in the region.

To date, no prior research has systematically explored region-targeted approaches to enhance sustainability in Hamedan’s greenhouse sector. Addressing this gap is both timely and essential. The results are expected to provide practical insights for policymakers, agricultural entrepreneurs, and sustainability stakeholders, contributing to the broader discourse on sustainable agricultural development in semi-arid and resource-constrained regions.

The growing global population has significantly increased the demand for both the quantity and quality of food. At the same time, sustainability in agricultural production has become a critical focus [21,22]. Balancing food security with sustainable production presents a global challenge [23]. Regional disparities in production systems highlight the need to address factors affecting local agribusinesses [24,25]. Current food production methods demand urgent attention and revision, as conventional agricultural practices often result in irreversible environmental damage [26].

Efforts to address these challenges include developing and implementing sustainable agricultural practices [24,27,28,29]. This issue is particularly pressing in developing countries like Iran, where the dual challenges of meeting growing food demand and addressing environmental issues require securing new water resources and arable land. Greenhouse cultivation, while essential for food supply, poses significant environmental and social challenges if sustainability principles are not effectively applied.

SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) is a widely used and reliable strategic planning tool [30,31]. Research demonstrates its effectiveness in strategy formulation due to key features: comprehensive internal and external assessments [32], integration of quantitative methods [33], and systematic application of findings [34]. By clearly identifying strengths, weaknesses, opportunities, and threats, businesses can align strategies with market dynamics [35], enabling informed decision-making [32,36,37]. Incorporating quantitative methods, such as factor analysis or the Analytic Network Process (ANP), enhances strategy prioritization by combining qualitative insights with data [30,38]. Action plans based on SWOT findings are crucial for effective implementation, accountability, and progress monitoring, ultimately improving strategic outcomes and business resilience [34,39].

SWOT analysis enables managers to assess their situations by identifying external opportunities and threats alongside internal strengths and weaknesses, thereby facilitating the development of effective action plans [40]. In the context of greenhouse sustainability planning, strategic decision-making is critical, making the application of SWOT analysis indispensable. However, research in this area remains scarce, resulting in a significant gap in the literature. Studies on sustainability and strategy formulation for greenhouse cultivation in Iran are particularly limited.

To date, only a few studies have explored this area. Notably, Moradi et al. [41] employed SWOT analysis to formulate strategies for implementing environmentally friendly technologies in greenhouse vegetable production in Tehran Province. Their recommendations included developing appropriate mechanisms to regulate the sale and use of pesticides by addressing challenges related to registration, production, storage, transportation, and the application of biological agents. They also emphasized the importance of increasing greenhouse operators’ knowledge of biological control methods. The study highlighted the relevance of conservative and defensive strategies to promote sustainable technologies and identified the high cost of adopting approaches such as Integrated Pest Management (IPM) as a significant barrier—one that could be mitigated through financial incentives and increased producer awareness. Similarly, Savari [42] developed green business development strategies for the agricultural sector in Khuzestan Province, Iran. The findings revealed that, in evaluating key criteria, weaknesses, threats, opportunities, and strengths were ranked in priority from first to fourth—indicating the dominance of risks over enabling factors in the region. In terms of strategic prioritization, the study ranked the WT (weakness–threat) or defensive strategy highest, followed by the WO (weakness–opportunity) or adaptive strategy, the ST (strength–threat) or contingent strategy, and finally the SO (strength–opportunity) or offensive strategy. Based on the TOWS matrix, the study ultimately proposed 11 strategies aimed at promoting the growth of environmentally friendly (green) businesses.

In another related study, Noori et al. [43] conducted a strategic analysis of healthy agribusiness development in Ilam Province, Iran. Their findings revealed that SO (offensive) strategies focused on export planning for healthy agricultural products to neighboring countries, particularly Iraq. WO (conservative) strategies emphasized identifying and celebrating successful models of healthy crop production. ST (competitive) strategies prioritized the use of improved seed varieties, while WT (defensive) strategies involved the creation of dedicated vegetable markets. Among the prioritized solutions, two emerged as most significant: (1) planning for exports and (2) encouraging healthy crop production through targeted support, training, and information dissemination.

In a broader context, Dey et al. [1] investigated the challenges and opportunities related to mushroom cultivation in Bangladesh. Their SWOT-based approach resulted in twelve strategies aimed at advancing the sector sustainably. Key strategies included improving access to credit and funding, fostering collaboration among growers to enhance marketing efficiency, and diversifying products to increase competitiveness and resilience. Michalis et al. [44] also applied SWOT to hydroponic tomato greenhouse farms in Greece, identifying high economic turnover as a key strength and high setup costs as a major weakness. Opportunities included growing demand for sustainable produce, while threats involved consumer skepticism and dependence on electricity and water.

Overall, the literature suggests that while agricultural sustainability has been extensively studied [45,46], research on strategies to enhance sustainability specifically in greenhouse cultivation remains limited. Many studies focus on identifying factors influencing agricultural sustainability but often fail to account for the unique capacities and limitations of specific regions, reducing the relevance and practical impact of their solutions. Additionally, research utilizing SWOT analysis to develop sustainability strategies tends to be highly region- or product-specific, which restricts its broader applicability. While such localized approaches are effective in addressing context-specific challenges, their broader applicability remains constrained.

2. Materials and Methods

2.1. The Study Area

Hamedan province is located in the west of Iran between latitudes 35°58′ to 39°47′ N and longitudes 44°14′ to 47°19′ E (Figure 1). This province holds a significant position in the production of essential agricultural crops at the national level. Covering an area of 1,949,000 hectares, the province dedicates 39 to 40 percent of its land to agricultural activities and produces 3.551 million tons of crops annually. According to planned projections, the province’s agricultural production is expected to reach 5.5 million tons by the end of 2026 [47]. However, the area of irrigated farmlands in Hamedan decreased from 265,021 hectares in 2005–2006 to 188,825 hectares in 2010–2011, reflecting a 28.8 percent reduction. Additionally, the per capita irrigated land in the province declined by 33.33 percent over a decade, from 0.153 hectares in 2006 to 0.102 hectares in 2016. During the same period, groundwater withdrawal and per capita groundwater consumption in Hamedan dropped from 1482 and 1276 cubic meters to 1178 and 1008 cubic meters, respectively, representing decreases of 25.8 and 26.6 percent. In 2019, the total withdrawal from groundwater and surface water resources in the province amounted to 2474 million cubic meters, with groundwater and surface water accounting for 86 and 14 percent, respectively. The decline in water and soil resources, coupled with the need to increase agricultural production to feed a growing population, has necessitated the adoption of greenhouse farming. Between 2011 and 2020, the average annual growth in greenhouse area in Hamedan was 9.5 hectares, contributing 1.15 percent to the national growth in greenhouse areas. This figure aligns with the proportion of Hamedan’s land area (19,490 square kilometers) to the total area of Iran (1,630,848 square kilometers), which is approximately 1.2 percent [48].

In recent years, greenhouse farming in the province has seen remarkable growth. According to the latest published statistics, the greenhouse cultivation area in Hamedan reached approximately 300 hectares in 2023 [49]. Given that improving sustainability in greenhouse farming is a key prerequisite for its development in the province, research on formulating strategies for enhancing sustainability in greenhouses is of paramount importance.

2.2. SWOT Analysis

This descriptive and exploratory study employed SWOT analysis to develop strategies for enhancing sustainability in greenhouses. This method assesses both internal and external environments by identifying current and future trends [50]. As a situational assessment tool, SWOT effectively identifies internal strengths and weaknesses alongside external opportunities and threats [51].

Although SWOT analysis helps gain a clear understanding of both the internal and external environments of a phenomenon and identifies the strategic space or strategy of the topic under study, this tool does not provide any direct suggestions for improving or developing the current situation. One of the most important stages of analyzing the internal and external space of any phenomenon or subject is presenting solutions for improving and developing the current status. The TOWS matrix is a tool designed for this purpose, and it typically follows the SWOT analysis stage. The TOWS matrix is based on the assumption that, in a specific organization or subject, strengths and opportunities should be maximized, while weaknesses and threats should be minimized. This tool helps us define and present appropriate strategies in four different categories (SO, ST, WO, WT), depending on the strategic space of the subject under examination [51,52].

The sample for this study consisted of 18 subject matter experts, including three university faculty members, three researchers from research centers, five managers, and seven specialists from various departments within the Hamedan Agriculture Organization. These individuals were purposefully selected based on their executive or research experience in greenhouses or direct involvement in greenhouse operations.

The research process began with a comprehensive review of existing literature on strategies for enhancing sustainability in greenhouses and the broader agricultural sector. However, the literature on greenhouse sustainability strategies was limited. Recognizing that effective strategies often depend on regional conditions, semi-structured interviews were conducted with experts to gain deeper insights. The interviews, informed by the literature review, continued until theoretical saturation was reached, resulting in 18 interviews.

The interview content was subsequently analyzed to identify the most significant internal factors (strengths and weaknesses) and external factors (opportunities and threats) affecting greenhouse sustainability. These factors were then compiled into a questionnaire, which asked experts to rate the relative importance of each strength, weakness, opportunity, and threat on a scale of 1 to 10 (1 = least important, 10 = most important). To assess the current status of each SWOT element, experts used a scale of −5 to +5, where −5 represented a serious weakness or threat and +5 indicated a significant strength or opportunity. Strengths and opportunities were rated from +1 to +5, while weaknesses and threats were rated from −1 to −5.

In the internal and external factors evaluation matrix, the average of the experts’ ratings for each factor’s importance was calculated and normalized to assign weights between 0 (low importance) and 1 (high importance), ensuring the sum of the weights equaled 1. The final coefficient for each factor was determined by multiplying its weight (relative importance) by its current status score [53]. The absolute value of each final coefficient was then divided by the sum of the absolute values of all coefficients for internal and external factors, yielding the overall normalized coefficient for each factor (strengths, weaknesses, opportunities, and threats).

Using the SWOT analysis, the strategic position for greenhouse sustainability development in the study area was determined. Strategies were then formulated by integrating internal and external factors through the TOWS matrix. The overall weight of each strategy was calculated by summing the products of its constituent elements, and the strategies were prioritized based on their total weights.

This study followed four sequential stages, as depicted in Figure 2. In the first stage, through a review of the literature and semi-structured interviews with subject matter experts, the strengths, weaknesses, opportunities, and threats to sustainability in greenhouses in Hamedan province were identified, ultimately leading to the development of the SWOT matrix. In the next step, the SWOT matrix was evaluated by the aforementioned experts to provide an environmental assessment of the current status of greenhouse development programs in the province. Subsequently, internal and external factors were ranked, and a strategy matrix was developed to identify relevant strategies. In the final stage, the TOWS matrix was used to formulate and prioritize selected strategies for improving greenhouse sustainability.

2.3. TWOS Matrix

While SWOT analysis provides insights into the internal and external environments of a phenomenon and identifies its strategic landscape, it does not offer direct recommendations for improvement. A crucial step in analyzing any phenomenon is to propose solutions for enhancing its current status. The TOWS matrix serves this purpose and typically follows the SWOT analysis [54]. This framework assumes that organizations should maximize external strengths and opportunities while minimizing internal weaknesses and threats [55]. The TOWS matrix helps define strategies across four categories (SO, ST, WO, WT), tailored to the strategic context of the subject under examination [51].

Table 1. TOWS Matrix Analytical Framework.

TOWS Matrix	Opportunities (O)	Threats (T)
Strengths (S)	SO Strategies: Utilize strengths to maximize opportunities	ST Strategies: Leverage strengths to counter threats
Weaknesses (W)	WO Strategies: Reduce weaknesses to capitalize on opportunities	WT Strategies: Mitigate weaknesses and minimize threats

shows the TOWS matrix analytical framework, illustrating how strengths, weaknesses, opportunities, and threats connect within the strategic categories of SO, WO, ST, and WT, serving as a foundation for selecting strategic options.

WO Strategies (Weakness–Opportunity): These strategies aim to minimize weaknesses while capitalizing on opportunities, recognizing that fundamental weaknesses may prevent full exploitation of existing opportunities.

SO Strategies (Strength–Opportunity): These strategies focus on leveraging strengths to maximize the benefits from available opportunities, enabling organizations to fully utilize their capabilities.

WT Strategies (Weakness–Threat): These strategies seek to address weaknesses and threats. Organizations concentrated in this quadrant often face significant challenges and require immediate corrective actions.

ST Strategies (Strength–Threat): These strategies leverage the organization’s strengths to tackle threats, emphasizing capability enhancement to lessen the impact of potential risks.

This structured approach facilitates the systematic development of strategies tailored to the specific conditions and challenges faced by the subject of analysis [56].

3. Results

The literature review and interviews with greenhouse cultivation experts in Hamedan province identified 11 strengths and 18 opportunities as advantages for improving sustainability, along with 14 weaknesses and 24 threats as limitations and constraints to greenhouse sustainability.

In the next step, an internal and external factor evaluation matrix for greenhouse sustainability was developed based on the key strategic factors identified through the SWOT analysis (strengths, weaknesses, opportunities, and threats), using the experts’ opinions.

3.1. Internal Factor Evaluation Matrix

Based on the results of the internal factors evaluation matrix (

Table 2. Internal Factors Assessment Matrix (Strengths and Weaknesses) for Greenhouse Sustainability.

No.	Internal Factors	Relative Importance	Current Situation	Final Coefficient	Priority
S1	Access to an active and efficient workforce in rural areas, particularly family labor.	0.040	2.611	0.104	7
S2	Potential for year-round production and income generation.	0.043	3.778	0.161	1
S3	Ability to produce healthy and high-quality products due to controlled environmental and production factors.	0.040	2.111	0.084	8
S4	Opportunity to enhance efficiency and productivity in water usage.	0.043	3.333	0.142	2
S5	Feasibility of utilizing non-arable lands through hydroponic farming systems.	0.038	1.667	0.063	11
S6	Greater adaptability to climate change impacts in the production process.	0.038	2.944	0.112	5
S7	Optimal use of production resources (land, water, seeds, fertilizers, pesticides, etc.).	0.042	2.944	0.124	4
S8	Improved control over pests, contaminants, and diseases.	0.038	2.722	0.104	6
S9	Potential for employing sustainable technologies in greenhouses, such as automated systems, integration of renewable energy, and water recycling.	0.043	1.944	0.083	10
S10	Ease of using non-chemical methods for pest control in greenhouses compared with open-field farming.	0.039	2.167	0.083	9
S11	Ownership of greenhouse lands, as most greenhouse operators are both farmers and landowners.	0.037	3.722	0.138	3
Total Strengths		0.439	-	1.199	-
W1	Limited investment capacity among greenhouse operators to adopt smart techniques and technologies in greenhouses.	0.040	−3.167	−0.126	12
W2	Insufficient access to reputable centers for procuring production inputs.	0.039	−2.667	−0.103	13
W3	Weak technical knowledge and expertise among greenhouse operators regarding sustainable production methods and greenhouse management.	0.043	−3.167	−0.137	8
W4	Lack of access to and utilization of skilled labor for greenhouse production operations.	0.041	−3.333	−0.137	7
W5	Inadequate access to local and regional markets for selling greenhouse products.	0.040	−2.000	−0.080	14
W6	Absence of active cooperatives and professional associations in the greenhouse sector, along with a lack of interest and commitment among greenhouse operators to form and sustain such organizations.	0.037	−3.500	−0.129	10
W7	Dependence on fossil fuels for heating and cooling in greenhouses	0.042	−3.444	−0.146	5
W8	Poor working conditions and weak social support systems for greenhouse workers.	0.038	−3.833	−0.146	4
W9	High energy consumption in greenhouses due to inefficient and energy-intensive heating systems.	0.043	−3.778	−0.163	2
W10	Failure to assess the nutritional needs of greenhouse plants before applying chemical fertilizers, such as through accessible tests like soil analysis.	0.042	−3.833	−0.161	3
W11	Easier access and preference for chemical methods over non-chemical approaches in greenhouse management.	0.036	−3.556	−0.129	9
W12	Insufficient attention to post-harvest management and the prevention of product waste.	0.042	−3.444	−0.143	6
W13	Lack of awareness and a positive attitude among greenhouse operators toward participating in relevant training courses.	0.038	−3.333	−0.128	11
W14	Financial incapacity of agricultural graduates to establish and launch greenhouses due to the high costs of construction and equipment.	0.039	−4.222	−0.165	1
Total Weaknesses		0.561	-	−1.893	-
Total Internal Environment		1		−0.694

, Figure 3 and Figure 4), the most significant strengths of greenhouse cultivation in Hamedan province are the potential for year-round production and income generation (coefficient: 0.161), the possibility of increasing water use efficiency (coefficient: 0.142), and land ownership of greenhouse plots (coefficient: 0.138). Year-round cultivation, enabled by controlled environments, ensures stable income streams and reduces vulnerability to seasonal fluctuations, supporting economic sustainability. Water use efficiency is especially important in Hamedan, where drought risks are growing. Greenhouse systems—particularly when using precision technologies like drip irrigation—allow for more sustainable resource management and higher productivity. Land ownership is another critical strength, as it reduces leasing costs and provides long-term operational security. In Hamedan, where many operators are both farmers and landowners, this ownership model fosters stronger investment in infrastructure, sustainable technologies, and long-term land stewardship, strengthening the foundation for resilient greenhouse development.

Among the 14 identified weaknesses, the most critical barriers to sustainable greenhouse cultivation in Hamedan Province are the financial inability of agricultural graduates to establish greenhouses due to high construction and equipment costs (coefficient: −0.165), high energy consumption from inefficient heating systems (coefficient: −0.163), and the lack of proper evaluation of plant nutritional needs before fertilizer application (coefficient: −0.161). High capital requirements exclude young, educated farmers who could drive innovation and sustainability, limiting modernization in a region where competitiveness depends on such advancements. Inefficient heating systems, especially problematic during Hamedan’s cold winters, raise operational costs and greenhouse gas emissions, undermining both economic and environmental sustainability amid growing global demand for low-carbon agriculture. Meanwhile, the absence of accessible soil testing leads to fertilizer overuse, causing soil degradation, nutrient runoff, and water pollution—further threatening long-term productivity. These weaknesses highlight the urgent need for affordable infrastructure, energy-efficient technologies, and training in precision nutrient management to support sustainable greenhouse development.

3.2. External Factor Evaluation Matrix

Based on the external factors evaluation matrix, among 18 identified opportunities, the 3 most significant for greenhouse cultivation in Hamedan Province are the presence of potential export markets in neighboring countries (coefficient: 0.085), the prohibition on employing foreign laborers (coefficient: 0.074), and national demand for greenhouse products, especially in colder seasons (coefficient: 0.073) (

Table 3. External Factors Assessment Matrix (Opportunities and Threats) for Greenhouse Sustainability.

No.	External Factors	Relative Importance	Current Situation	Final Coefficient	Priority
O1	The country’s need for greenhouse products, especially during the cold seasons.	0.023	3.222	0.073	3
O2	Increasing public awareness of healthy products and growing demand in domestic and export markets.	0.024	2.278	0.054	10
O3	Media focus on sustainable farming practices and increased public awareness about environmental conservation.	0.022	1.889	0.042	16
O4	Repeated emphasis by authorities and relevant organizations on reducing the use of chemical fertilizers and pesticides in agriculture.	0.023	2.167	0.049	12
O5	Limited access to water resources and the growing need for water resource management and optimization in agriculture.	0.026	2.778	0.072	4
O6	Access to transportation infrastructure, including roads, railways, and airports, to facilitate the market distribution of greenhouse products.	0.024	2.389	0.056	7
O7	Potential for employing precision agriculture technologies to optimize resource consumption in greenhouses.	0.026	2.056	0.054	8
O8	Technological advancements in greenhouse automation and control systems.	0.025	1.889	0.048	14
O9	Presence of academic institutions and research centers in the region for technology development and training the workforce needed for greenhouse production.	0.022	2.167	0.048	15
O10	Opportunities for collaboration with academic centers to share knowledge about sustainable production methods.	0.021	2.000	0.042	17
O11	Active involvement of social organizations advocating for environmental protection.	0.020	1.667	0.034	18
O12	A competitive environment among producers, prompting attention to sustainability as a competitive advantage.	0.022	2.222	0.049	13
O13	Existence of frameworks to assess the quality, safety, and environmental impact of agricultural products, such as certifications for healthy and organic products.	0.025	2.056	0.051	11
O14	Government-approved plans supporting the development and modernization of greenhouses.	0.025	2.333	0.058	6
O15	Provision of government subsidies for greenhouse employee insurance.	0.023	2.333	0.054	9
O16	Prohibition of employing foreign workers in greenhouses.	0.023	3.278	0.074	2
O17	Potential export markets in neighboring countries.	0.027	3.167	0.085	1
O18	Access to various energy resources.	0.026	2.333	0.060	5
Total Opportunities		0.426	-	1.003	-
T1	Lack of infrastructure and binding frameworks for implementing sustainable technologies in greenhouses, such as solar energy systems.	0.024	−3.722	−0.091	7
T2	Absence of mandatory regulations to ensure greenhouse agricultural practices comply with environmental standards.	0.024	−3.278	−0.078	17
T3	Insufficient educational programs, workshops, and practical demonstrations on sustainable agriculture to enhance greenhouse farmers’ technical knowledge and skills.	0.023	−3.167	−0.074	19
T4	Lack of financial incentives, subsidies, tax exemptions, etc., to support sustainable agricultural operations in greenhouses, such as adopting smart technologies or renewable energy.	0.025	−3.667	−0.090	8
T5	Low collaboration among universities, research institutions, government organizations, and private sector stakeholders in developing necessary technologies and promoting sustainable greenhouse farming practices.	0.024	−3.500	−0.082	13
T6	Absence of a comprehensive and sustainable national program to support sustainable agricultural activities.	0.025	−3.389	−0.086	12
T7	International sanctions hindering the import of standard, high-quality greenhouse technologies and inputs.	0.025	−3.556	−0.090	9
T8	Heavy reliance on imports for many production inputs and equipment, leading to production costs being affected by exchange rate fluctuations.	0.027	−4.222	−0.113	2
T9	Price volatility, inflation, and low domestic consumer purchasing power for greenhouse products.	0.024	−3.333	−0.081	14
T10	Uncertainty in access to international markets for exporting greenhouse products due to sanctions, tariffs, and unforeseen bans on agricultural exports.	0.026	−3.944	−0.104	3
T11	Lack of developed information infrastructure to provide greenhouse farmers with market data on agricultural products.	0.025	−3.667	−0.092	5
T12	Absence of support programs from relevant authorities for branding and packaging greenhouse products.	0.024	−3.667	−0.089	10
T13	Social barriers, such as cultural norms or societal resistance to sustainable production methods.	0.020	−2.278	−0.045	24
T14	Lack of binding regulations on waste disposal and management.	0.023	−3.167	−0.072	20
T15	Limited coverage and support from agricultural insurance funds for greenhouse structures and equipment.	0.022	−3.444	−0.077	18
T16	Weaknesses in insurance funds and companies in gaining farmers’ trust.	0.024	−3.278	−0.079	15
T17	No legal requirements regarding the employment terms and contract quality of greenhouse workers.	0.021	−3.167	−0.066	21
T18	Lack of monitoring and tracking the use of subsidies allocated for greenhouse employee insurance by relevant authorities.	0.020	−2.833	−0.058	23
T19	Few factories for processing and manufacturing food products related to greenhouse production in the region.	0.024	−3.778	−0.091	6
T20	Insufficient support for forming cooperatives and associations for greenhouse farmers from relevant authorities.	0.024	−3.333	−0.079	16
T21	Low quality of domestic production inputs (fertilizers, pesticides, seeds, etc.).	0.025	−3.500	−0.087	11
T22	Subsidized access to fossil fuels.	0.023	−2.556	−0.059	22
T23	Bureaucratic hurdles in banks providing loans, including collateral requirements and lengthy documentation processes.	0.026	−4.444	−0.115	1
T24	High interest rates and unsuitable repayment terms for loans granted to greenhouse farmers.	0.025	−3.889	−0.099	4
Total Threats		0.574	-	−1.996	-
Total External Environment		1.00	-	−0.933	-

, Figure 5 and Figure 6). These findings suggest that regional export markets provide a promising pathway for income diversification and sectoral growth. Developing trade partnerships can also facilitate knowledge and technology transfer, supporting more sustainable practices. The prohibition on foreign labor incentivizes local employment, fostering skill development, community engagement, and a more sustainable agricultural workforce. Additionally, strong domestic demand—especially in winter—creates market stability, encouraging year-round production and targeting off-season crop niches.

In the threats category, among 24 identified factors, the 3 most critical threats to greenhouse sustainability are bureaucratic banking regulations requiring collateral and lengthy financing procedures (coefficient: −0.115), high dependency on imported equipment and inputs, exacerbated by currency fluctuations (coefficient: −0.113), and instability in export markets due to sanctions, tariffs, and sudden trade bans (coefficient: −0.104) (Table 3, Figure 4 and Figure 5). These issues pose serious risks to sectoral sustainability. Restrictive banking procedures limit access to capital, deterring investment and innovation. Dependency on imports exposes producers to global supply chain disruptions and price volatility, complicating cost management. Moreover, unpredictable export conditions hinder long-term planning and profitability, discouraging investment in technologies and infrastructure critical for sustainable development.

A comparison of the weights for strengths, weaknesses, opportunities, and threats revealed that threats had the highest normalized weight (0.328), while opportunities had the lowest (0.165) (

Table 4. Comparison of Internal and External Spaces and Positive and Negative Spaces.

No.	Indicator	Final Coefficient	Overall Normalized Coefficient
1	Total coefficients of strengths	1.199	0.197
2	Total coefficients of weaknesses	−1.893	0.311
3	Total coefficients of opportunities	1.003	0.165
4	Total coefficients of threats	−1.996	0.328
5	Total coefficients of internal space (strengths and weaknesses)	−0.694	0.508
6	Total coefficients of external space (opportunities and threats)	−0.993	0.492
7	Total coefficients of positive space (strengths and opportunities)	2.202	0.362
8	Total coefficients of risk-prone space (weaknesses and threats)	−3.889	0.638

and Figure 7). When comparing the coefficients of the internal (strengths and weaknesses) and external (opportunities and threats) factors, both internal and external environments were found to have negative values, with normalized coefficients of −0.694 and −0.993, respectively. This indicates that weaknesses dominate the internal environment, while threats prevail in the external environment. Additionally, the overall normalized weight of internal factors (0.508) was almost equal to that of external factors (0.492). However, a comparison of positive factors (strengths and opportunities) and risk-prone factors (weaknesses and threats) showed that the risk-prone environment (0.638) significantly outweighs the positive environment (0.362) (Table 4).

To determine the strategic position of greenhouse sustainability, the results of the internal and external factor matrices were utilized. The analysis revealed that the intersection point of the internal and external scores lies in the defensive strategy zone (WT) (Figure 8). This positioning represents the most challenging and high-risk scenario for greenhouse sustainability. The sector not only faces significant internal weaknesses and challenges but also must contend with numerous and substantial external threats. These findings highlight the critical need for targeted strategies to address internal and external vulnerabilities simultaneously.

3.3. Prioritization of Strategies Using the TOWS Matrix

The TOWS matrix is a tool used for designing and prioritizing strategies, typically following the SWOT analysis phase. Given the broad nature of the primary strategy identified in this study (the defensive strategy), secondary strategies for improving sustainability in greenhouses were derived by combining the elements of weaknesses and threats. It is worth noting that during the strategy development process, similar strategies were removed, and synonymous ones were merged.

Although this study identified the strategic space for improving greenhouse sustainability within the defensive strategy zone (WT), other strategies should not be overlooked. Therefore, strategies for improving greenhouse sustainability were also identified and derived in the following strategic positions: aggressive strategy (SO), competitive strategy (ST), and protective strategy (WO).

Based on the results, the following strategies were identified (

Table 5. TOWS Matrix for Strategies to Enhance Greenhouse Sustainability.

Opportunities in Greenhouse Production Strategies for Improving Sustainability		Threats in Greenhouse Production
	Maximizing–Minimizing Strategies (ST)	Maximizing–Maximizing Strategies (SO)
Strengths of Greenhouse Production	SO1: Develop educational programs and skill-building initiatives in rural areas to promote family-based greenhouse businesses.	ST1: Formulate binding laws and regulations to ensure agricultural operations in greenhouses comply with environmental standards.
		ST2: Establish factories for the production and processing of food materials related to greenhouse products in the region.
	SO2: Develop policies and mechanisms for producing healthy and organic products in greenhouses.	ST3: Implement water recycling systems and waste disposal mechanisms in greenhouses.
	Minimizing–Maximizing Strategies (WO)	Minimizing–Minimizing Strategies (WT)
Weaknesses of Greenhouse Production	WO1: Provide subsidies or financial facilities to modernize and equip existing greenhouses with smart technologies.	WT1: Create and activate cooperatives to ensure resource sharing, branding, packaging, improved market access, and increased collective bargaining power for greenhouse farmers.
	WO2: Facilitate greenhouse farmers’ access to local and regional markets through collaborative marketing and distribution strategies.	WT2: Develop a comprehensive national program to support sustainable agricultural activities in greenhouses.
	WO3: Collaborate with academic institutions to provide educational and extension programs focused on sustainable agricultural practices for greenhouse farmers.	WT3: Establish an integrated market information system to improve greenhouse farmers’ access to market trends and product information.
	WO4: Invest in energy-efficient heating systems and innovative renewable energy technologies to reduce dependency on fossil fuels.	WT4: Develop the necessary infrastructure for smart technologies in rural areas.
	WO5: Provide special financial and credit incentives to encourage agricultural graduates to engage in greenhouse production activities.	WT5: Strengthen networking and partnerships between universities, research institutes, government organizations, and private stakeholders to develop required technologies and promote sustainable agricultural practices in greenhouses.
		WT6: Develop greenhouse clusters.
		WT7: Facilitate the entry of private sector investors into greenhouse production investments.
		WT8: Formulate appropriate policies and mechanisms for employee contracts and employment quality in greenhouses.

):

• Two SO strategies;
• Three ST strategies;
• Five WO strategies;
• Eight WT strategies.

These strategies provide a comprehensive framework for addressing the various challenges and opportunities in greenhouse sustainability, with a clear focus on improving performance in both internal and external environments.

To prioritize the developed strategies, the weights of the components forming these strategies were utilized. According to the results presented in

Table 6. Prioritization of Sustainability Improvement Strategies in Greenhouses.

Strategies	Components of Each Strategy	Total Weight	Priority
SO1	S1, S11, O14, O16	0.18	5
SO2	S3, S7, S8, S10, O2, O3, O4, O12, O13	0.43	1
SO		0.61	3
ST1	S3, S7, S8, S10, T2	0.13	11
ST2	S2, S7, T19	0.11	14
ST3	S7, S9, T14	0.06	16
ST		0.30	4
WO1	W1, W9, O7, O8, O14	0.14	9
WO2	W5, W6, O1, O6, O17	0.23	3
WO3	W2, W3, W16, O9, O10, O14	0.18	4
WO4	W1, W7, W9, O8, O14	0.13	12
WO5	W1, W3, W4, W14, O9, O14	0.18	6
WO		0.86	2
WT1	W2, W5, W6, T12, T20	0.08	15
WT2	W3, W10, W11, W13, T2, T3, T6	0.32	2
WT3	W5, W6, T9, T10, T11	0.17	7
WT4	W1, T1	0.03	18
WT5	W3, W4, T3, T5	0.11	13
WT6	W1, W2, W6, T1, T20, T21	0.13	10
WT7	W1, W14, T1, T4, T20, T21	0.16	8
WT8	W8, T17, T18	0.05	17
WT		1.05	1

and Figure 9, the following three strategies were identified as the most critical for improving greenhouse sustainability in Hamadan Province:

• SO2: Formulating policies and mechanisms for the production of healthy and organic products in greenhouses.
• WT2: Developing a comprehensive national program to support and promote sustainable agricultural activities in greenhouses.
• WO2: Facilitating greenhouse operators’ access to local and regional markets through collaborative marketing and distribution strategies.

These strategies reflect a focus on enhancing sustainability by addressing key policy, support, and market access issues, ensuring a holistic approach to overcoming the challenges faced by greenhouse operations in the region.

4. Discussion

Given the population growth and increasing demand for food, as well as the scarcity of water and suitable agricultural land, the development of greenhouse farming has emerged as one of the solutions to increase production, optimize the use of water and soil resources, reduce production costs, and enhance productivity in agriculture [8,9]. Hamedan province, as one of the key agricultural regions in Iran, has a high potential for the development of greenhouse farming, considering its specific climatic and weather conditions. However, despite its many advantages, this type of farming also faces several environmental and sustainability challenges, which require serious attention and examination. The aim of this article is to present a strategic analysis of the development and sustainability improvement of greenhouses in Hamedan province using the SWOT and TOWS analyses. This research provides strategies and policies that can help in the development and sustainability improvement of greenhouse farming in the province. By considering the strengths, weaknesses, opportunities, and threats to the sustainability of greenhouse farming, policymakers and greenhouse owners can make informed decisions that lead to economic growth, environmental sustainability, and social welfare.

The SWOT analysis highlights several strengths that bolster greenhouse sustainability. Year-round crop production ensures stable income, mitigating risks associated with seasonal farming and supporting economic viability. Improved water-use efficiency addresses Iran’s severe water scarcity, reducing operational costs and promoting sustainable resource management [16,57]. Additionally, widespread land ownership among operators fosters long-term commitment to sustainable practices, as landowners prioritize soil health and productivity. In contrast, several key weaknesses hinder greenhouse sustainability. High setup costs and limited loan access restrict agricultural graduates’ entry into the sector, stifling innovation. Similarly, Dey et al. [1] reported that limited access to loans or funding remains a major barrier to the sustainable growth of the mushroom farming industry in Bangladesh. Inefficient, energy-intensive heating systems elevate costs and carbon emissions, undermining environmental benefits. Furthermore, the absence of soil nutrient testing leads to over-fertilization, causing nutrient runoff, water contamination, and ecosystem harm. These challenges necessitate advanced technologies, such as climate control systems and renewable energy, alongside increased training in soil health management.

The external environment presents both opportunities and threats. Export markets, particularly in neighboring countries like Iraq, offer revenue growth and opportunities for technology exchange, as noted by Noori et al. [43]. National bans on foreign labor promote local employment, enhancing social sustainability and community investment. Domestic demand for off-season crops ensures market stability, supporting year-round production and niche market development. However, complex banking procedures, stringent collateral requirements, and prolonged loan processing times hinder investment. Heavy reliance on imported inputs exposes operators to currency fluctuations and market volatility, while trade sanctions and export bans restrict global market access, threatening long-term viability. Similarly, Alidadi et al. [57] identified international sanctions and market instability as major threats to the development of smart greenhouses in Isfahan Province, Iran.

Key policy recommendations emerging from the study emphasize the need for targeted, supportive interventions to address the identified risks and enhance greenhouse sustainability in Hamedan. First, access to finance should be facilitated, particularly for young agricultural entrepreneurs, by reforming existing loan conditions and easing collateral requirements. Such financial support can empower new entrants and promote innovation in greenhouse operations. Second, technological upgrades must be prioritized, especially those that improve energy efficiency and nutrient management. These upgrades not only reduce operational costs but also help lower the environmental footprint of greenhouse production. Third, resilience to market volatility should be strengthened through policies that promote the domestic production of greenhouse inputs, thereby reducing reliance on often unstable import markets. Together, these measures can help stabilize input supply chains and shield greenhouse operators from external shocks. In addition, extension services and agricultural training centers should play a more active role in equipping farmers with knowledge and skills related to soil testing, input efficiency, and climate-smart agricultural practices. Such capacity-building efforts are essential for translating strategic policy interventions into tangible improvements at the farm level.

The results indicate that the risks—namely, weaknesses and threats—outweigh the positive aspects, such as strengths and opportunities. The internal and external factors evaluation matrix revealed that the strategic position falls within the defensive (WT) quadrant, representing the most difficult and risk-prone path for greenhouse sustainability. This positioning suggests that greenhouses in the region face not only internal weaknesses and challenges but also considerable external threats. When weaknesses and threats surpass strengths and opportunities, it signals an urgent need for risk management strategies. In such a high-risk context, greenhouse managers must prioritize proactive responses to these challenges to safeguard the long-term sustainability of their operations. The prevalence of internal inefficiencies combined with external pressures places many greenhouse businesses in a state of uncertainty, potentially requiring a reevaluation of business models and operational practices to enhance resilience. From a policy-making standpoint, the findings underscore the need for a multifaceted and risk-averse approach to greenhouse sustainability in Hamedan. The dominance of WT strategies suggests that the current environment demands immediate risk mitigation rather than growth-focused initiatives. These strategies emphasize conserving resources and minimizing risks rather than pursuing expansion or new market opportunities.

The strategies derived from the TOWS matrix—particularly those focused on organic production policy (SO2), comprehensive national sustainability programs (WT2), and market access facilitation (WO2)—highlight the need for an integrated and multidimensional approach to sustainable greenhouse development. By aligning these strategies, the study offers a practical framework to address both immediate operational issues and broader structural challenges in greenhouse sustainability. For example, SO2, which proposes formulating policies and mechanisms to support organic greenhouse production, is highly relevant in light of the growing demand for healthy produce. Similar initiatives, such as organic labeling schemes piloted for saffron and medicinal plants in Iran, could be adapted for greenhouse crops. While initial implementation may require investment in certification infrastructure and awareness programs, this approach holds significant long-term value and aligns with national food security and sustainability objectives. However, barriers such as limited farmer knowledge and inadequate organic market channels must be addressed. WT2 calls for the development of a comprehensive national program to support sustainable greenhouse agriculture. Drawing on the success of national initiatives for water-saving technologies, such a program could offer subsidies, training, and regulatory support for sustainable practices like renewable energy use and integrated pest management (IPM). Despite potentially high setup costs and administrative complexity, phased implementation through provincial agencies and alignment with Iran’s SDG commitments would enhance its feasibility. WO2, which recommends facilitating greenhouse operators’ access to local and regional markets through collaborative marketing, presents a moderately resource-intensive but high-impact strategy. It echoes successful examples from northern provinces where cooperatives and mobile markets have improved access to urban consumers. Establishing similar models in Hamedan could improve profitability and reduce post-harvest loss, although limitations in logistics and digital infrastructure would need to be overcome through coordinated stakeholder support and training. These findings are consistent with Savari [42], who emphasized the need for strong policy development, legal frameworks, and institutional support for environmentally friendly agribusiness. In particular, Savari [42] advocates for targeted oversight and policy mechanisms to advance green enterprise initiatives. Similarly, Noori et al. [43] underline the importance of marketing healthy products both domestically and internationally, including the creation of dedicated market structures—an approach that further supports the implementation of WO2.

This study contributes to the broader discourse on sustainable agriculture by offering a region-specific analysis that bridges global sustainability frameworks with local implementation. Unlike previous research that focuses largely on general agricultural practices, this study addresses the unique challenges of greenhouse farming in semi-arid regions. Moreover, the integration of SWOT analysis with the TOWS matrix for strategy prioritization represents a methodological advancement, enhancing the practical utility of strategic planning tools in agricultural sustainability efforts.

However, this research has certain limitations, particularly its qualitative design. Future studies could adopt quantitative or mixed-methods approaches to validate and build upon these findings. Moreover, the strategies identified are based on expert interviews specific to Hamedan Province and may not be generalizable to regions with differing economic, social, or environmental contexts. The study also reflects only the perspectives of agricultural experts, excluding other key stakeholders such as insurance providers, input suppliers, consumers, and institutional actors. Future research should aim to incorporate diverse stakeholder perspectives and broader geographic contexts to develop more comprehensive and widely applicable sustainability strategies for greenhouse agribusiness.

5. Conclusions

The development of sustainable greenhouse farming in Hamedan Province presents both significant opportunities and complex challenges. Through SWOT and TOWS analyses, this study identifies core strengths, weaknesses, opportunities, and threats influencing the sector. The findings show that financial barriers, outdated technology, and limited knowledge—particularly in areas like nutrient management—are critical internal constraints. Externally, rigid regulations, reliance on imported inputs, and geopolitical factors exacerbate these sustainability concerns. This study offers practical insights for greenhouse operators, policymakers, and agricultural stakeholders. Key strategies include encouraging organic production, establishing a comprehensive national sustainability framework, and improving market access through cooperative approaches. These actions can address immediate obstacles and pave the way for a more resilient, efficient, and sustainable greenhouse sector.

Achieving sustainability in greenhouse farming requires a holistic approach that incorporates innovation, adaptability, and strategic risk management. Operators must respond to evolving market dynamics and environmental pressures while aligning their practices with broader sustainability goals. Future research should examine the implementation of proposed strategies from the perspectives of various stakeholders and assess their long-term impacts. Further studies could also explore the role of precision agriculture, renewable energy, and other emerging technologies in promoting greenhouse sustainability. Additionally, research into the determinants of sustainability levels in greenhouse operations will help shape more targeted and effective interventions.