Strategic renewal, parallel renewals implementation, and leveraging role of organizational structure
Simineh
Aghajaniyan
دانشجوی دکتری / دانشکده مدیریت و اقتصاد، دانشگاه صنعتی شریف
author
Ali Naghi
Mashayakhi
استاد / دانشکده مدیریت و اقتصاد، دانشگاه صنعتی شریف
author
text
article
2014
per
This research studies the process of strategic renewal and completes an extant process model. It has taken a pace forward to develop a process model through assessing extant process models and reviewing change management literature besides investigating some cases of successful renewals. For this purpose, a successful Iranian organization has been selected to be examined deeply through an embedded single case study. Our findings suggest that to be successful in the process of strategic renewal implementation in business domain, parallel renewals in structure, processes, and knowledge should occur consequently. In other words, successful implementation of strategic renewal in business systems requires some renewals in organizational systems. Having a process similar in steps with the target’s one, these renewals may be triggered either from the interpretation part of the target renewal for planned renewals or from the integration part for the unplanned ones. Among key elements of an organization, structure works as a leverage to facilitate implementation of renewals in different characteristics during the time.
Iranian journal of management sciences
Iranian Academy of Management science
2717-2619
9
v.
33
no.
2014
1
28
http://journal.iams.ir/article_177_fbdebcf803b979b8864ee702b902aca8.pdf
A model for measuring sustainability of supply chain, case study: mechain made carpet industry of Iran
Laaya
Olfat
عضو هیئت علمی دانشگاه مدیریت دانشگاه علامه طباطبایی
author
Esmaeiil
Mazrooii Nasr Abadi
دانشجوی دکتری مدیریت دانشگاه علامه طباطبایی
author
text
article
2014
per
Today, firms are in global environment that has complexity and uncertainty. This uncertainty have a profound impact on company's operations, particularly on company's supply chain. The concept of supply chain management is broader with added sustainability. Sustainability is a proper balance between economic development, environmental monitoring and social property. Research has shown that sustainability reporting can lead to increased market share and profitability of the company. In this study, 3dimension were considered as the main dimensions of sustainability. Reviewing methods of measuring sustainability, modify them and use the Delphi technique, 24 indicators were introduced as main indicators of sustainability in the supply chain carpet. 10 indicators were presented in the area of environment and 7 indicators to each of the social and economic dimensions. Factor analysis was used to confirm the model. Then, group analytical hierarchy process is used to determining the impact of dimension and indicators. Between the dimensions, economic dimension was the most important and environmental dimension was the least important dimension. Finally, the sustainability measurement framework along with the weight of the index is presented.
Iranian journal of management sciences
Iranian Academy of Management science
2717-2619
9
v.
33
no.
2014
29
46
http://journal.iams.ir/article_178_cdaadf0debede28281b691c9867e3739.pdf
The impact of positive psychological capital of managers to improve employee performance (case study: Mellat insurance company in Tehran)
Heshmat
Khalife Soltani
مدرس دانشکده مدیریت دانشگاه علامه طباطبایی
author
Farzaneh
Valii
دانش آموخته کارشناسی ارشدمدیریت بازرگانی دانشگاه علامه طباطبایی
author
Saeed
Sehat
دانشیار دانشکده مدیریت دانشگاه علامه طباطبایی
author
text
article
2014
per
There had been greatly attention to the role of human, financial, economical and social capitals in traditional management theories. But in modern management theories, organizational researchers often trend to employee’s capabilities and positive traits and its importance as comparative advantage. In modern world neither change and development, knowledge and technology, skills and experiences, nor social interaction of human resources, lead to succeed but in modern and successful organization, researchers have presented that positive attributes like positive psychological capital as the most important competitive advantages. This article has attempted to examine positive psychological capital and relationship with performance management and employees engagement. For this purpose, 160 Mellat insurance company employees and managers were selected randomly as sample. the findings of the statistical analysis using structural equation modeling have shown that positive psychological capital of managers led to the engagement of employees and can be improved their performance as a result. While the impact of positive psychological capital leads to improvement of the psychological capital quality and caused the employee added value function.
Iranian journal of management sciences
Iranian Academy of Management science
2717-2619
9
v.
33
no.
2014
47
68
http://journal.iams.ir/article_179_34d810232548ec906bcd223e4f9cbb8b.pdf
Providing a model for explanation the impact of resource strategic management on competitive advantage of mass production firms of housing and construction in Guilan province: investigation mediating role of creativity and innovation
Nahid
Dorostkar Ahmadi
کارشناس ارشد مدیریت صنعتی، دانشگاه گیلان، رشت، ایران
author
Esmaiil
Malek Akhlagh
استادیار گروه مدیریت، دانشگاه گیلان، رشت، ایران
author
Mehran
Mehdi Zadeh
کارشناس ارشد مدیریت صنعتی، دانشگاه گیلان، رشت، ایران
author
text
article
2014
per
Today one of the challenges, which most of the firms encounter is achieving competitive advantage, regardless of size, age or industry. The environment in which firms compete is a fixed source of opportunities and threats. Therefore, firms should manage their resource portfolio to respond to external stimulus and to generate competitive advantages against their competitors. Thus, managing human, financial and social capital correctly and also bundling these resources to achieve competitive advantages is necessary. Of course, in this way we should not ignore applying creativity and developing innovation easily.The objective of this paper is investigation of the structural relationship among managing resources strategically, applying creativity and developing innovation and competitive advantage directly and indirectly, so the research method according to object is applied research. For achieving the main goal of the research, we proposed a conceptual model and developed three hypotheses. For examining hypotheses, data gathered from top management and members of the board of 66 mass production firms by means of questionnaire tool. The questionnaire's validity was confirmed by content validity and reliability was confirmed by Cronbach's alpha (95%) using SPSS software. The structural equation model and research hypotheses were tested using AMOS software and after confirming measurement and overall models, results of path analysis show that applying creativity and developing innovation serve as mediating variable between managing resources strategically and competitive advantage and cause resource strategic management effects on competitive advantage significantly as well as indirectly.
Iranian journal of management sciences
Iranian Academy of Management science
2717-2619
9
v.
33
no.
2014
69
96
http://journal.iams.ir/article_180_cdaf7b4cfc413466494d921e6418cc44.pdf
Exploring team factors affecting on team effectiveness
Akram
Hadi Zadeh Moghaddam
دانشیار دانشکده مدیریت و حسابداری دانشگاه شهید بهشتی
author
Gholam Ali
Tabarsa
دانشیار دانشکده مدیریت و حسابداری دانشگاه شهید بهشتی
author
Mohammad Reza
Hamidi Zadeh
استاد دانشکده مدیریت و حسابداری دانشگاه شهید بهشتی
author
Maryam
Tehrani
دانشجوی دکتری مدیریت رفتاری، دانشکده مدیریت و حسابداری دانشگاه شهید بهشتی
author
text
article
2014
per
There are various signs showing the success of teamwork. Most of organizations have followed this experience and have tried to establish work teams. The purpose of this research is to explain the team factors affecting on the effectiveness of team work. With regards to the purposes and the essence of the subject this research is a kind of descriptive correlation and casual-comperative research. The statistical society of the research consisted of the employees of Iran Water resource Management Company, working in the reconstructive projects of the company. A total of 185 employees were asked as the research statistical sample by taking classified random sampling method.
The research data was gathered by taking the questionnaire, after the investigation of the validity and stability of it. According to the conceptual model and the extent of the statistical sample, Smart PLS softwere was taken to test the model and the research hypothesis. The result showed that in order to reach to the effectiveness of work teams, there should be attention to some team-level componens, such as team autonomy, intra-team dependency, team job design, the chatracteristics of team structures, team cohesiveness and intra-team processes. The relationship between the components was explained in the statistical analysis and testing the model part of the article.
Iranian journal of management sciences
Iranian Academy of Management science
2717-2619
9
v.
33
no.
2014
97
124
http://journal.iams.ir/article_181_aad5d4218c53296a20be9d350017b118.pdf
Analyzing the marketing strategies of Iranian private banks during the recession of 91 & 92
Mohammad Ali
Shahoseini
استادیار دانشکده مدیریت دانشگاه تهران
author
Mohsen
Nazari
دانشیار دانشکده مدیریت دانشگاه تهران
author
Mohammad Sadegh
Hashemi
دانشجوی MBA-بازاریابی، دانشکده مدیریت دانشگاه تهران
author
text
article
2014
per
The consensus of economists, Iran economy was in "stagflation" during 1391 and 1392. In such circumstances, private banks in addition to being affected by the recession as businesses and adapting their strategies to these changing times, will have a significant role in fighting with that stagflation. In the meantime the role of marketing strategies as the link between banks and the stagnant market is so important. In this study the marketing strategies of private banks in the depression years 91 and 92 was identified with holding semi-structured interviews with 16 managers, experts and consultants in the banking industry and using thematic analysis technique and at the end, the success of this strategies was evaluated using Analytical Hierarchy Process (AHP).The results showed that theses banks used 14 main strategies in that era and “Focusing on lower risk customers” was the most successful strategy and “Increasing deposit gain” was the most unsuccessful one with respecting to market share, profitability and non performing loans criteria.
Iranian journal of management sciences
Iranian Academy of Management science
2717-2619
9
v.
33
no.
2014
125
145
http://journal.iams.ir/article_182_4540687001ac68a1a21674ad223a0a03.pdf