Iranian Academy of Management scienceIranian journal of management sciences2717-261982920130321Case Study in Organizational Studies: a case of nongovernmental organizationCase Study in Organizational Studies: a case of nongovernmental organization223153FAAbolhasanFaghihi0000-0003-3112-4666RoyaCheginiAsalAghazJournal Article20130711Abstract:
Case studies have been regarded as a design, as a qualitative methodology, as a particular data collection procedure, and as a research strategy. But every survey which was conducted in a certain organization just using questionnaire could not be considered as a case study. Research which is regarded as case study, should be very clear about methodology. So, in this paper after reviewing method and steps of an appropriate case study, an illustrative case study which aims to investigative effectiveness indexes in one of the nongovernmental organization in Iran (Urmia child foundation) has been discussed. At the end, it is proposed that given case studies’ unclear status, researchers need to be very clear about their interpretation of the case study and the purpose of carrying out the study. They also should address the questions with regard to design, data collection procedures and analysis; and avoid common misunderstandings about case-study research.Abstract:
Case studies have been regarded as a design, as a qualitative methodology, as a particular data collection procedure, and as a research strategy. But every survey which was conducted in a certain organization just using questionnaire could not be considered as a case study. Research which is regarded as case study, should be very clear about methodology. So, in this paper after reviewing method and steps of an appropriate case study, an illustrative case study which aims to investigative effectiveness indexes in one of the nongovernmental organization in Iran (Urmia child foundation) has been discussed. At the end, it is proposed that given case studies’ unclear status, researchers need to be very clear about their interpretation of the case study and the purpose of carrying out the study. They also should address the questions with regard to design, data collection procedures and analysis; and avoid common misunderstandings about case-study research.Iranian Academy of Management scienceIranian journal of management sciences2717-261982920130321Model of export performance with the competitive capabilities approach of small and medium enterprises exporting citrus in the northern provinces of IranModel of export performance with the competitive capabilities approach of small and medium enterprises exporting citrus in the northern provinces of Iran2444154FAHasan AliAghjaniRaminFarzadfarJournal Article20130221<span style="font-size: small;">111</span>
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<span style="font-size: small;">Strenthening non-oil export is a strategic concern of I.R. of Iran and the export of Iran’s citrus fruits can play an important role to this end. This paper aims to use the competitive capabilities approach for Iran’s<br /><br /></span>
<span style="font-size: small;"> northern provinces citrus export. The model consists of key variables including: Firm capabilities, management capabilities, export targeting, marketing mix strategies and environment factors. Data was collected by a questionnaire which completed by top managers of citrus exporting SMEs of northern provinces. Results show that the export targeting and marketing mix strategy have positive and significant effect on the firm’s export performance. Also, the management capabilities and micro environment through marketing mix strategy indirectly have positive effect on the SMEs performance.</span><span style="font-size: small;">111</span>
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<span style="font-size: small;">Strenthening non-oil export is a strategic concern of I.R. of Iran and the export of Iran’s citrus fruits can play an important role to this end. This paper aims to use the competitive capabilities approach for Iran’s<br /><br /></span>
<span style="font-size: small;"> northern provinces citrus export. The model consists of key variables including: Firm capabilities, management capabilities, export targeting, marketing mix strategies and environment factors. Data was collected by a questionnaire which completed by top managers of citrus exporting SMEs of northern provinces. Results show that the export targeting and marketing mix strategy have positive and significant effect on the firm’s export performance. Also, the management capabilities and micro environment through marketing mix strategy indirectly have positive effect on the SMEs performance.</span>Iranian Academy of Management scienceIranian journal of management sciences2717-261982920130321The role of organizational culture on organizational neuroticThe role of organizational culture on organizational neurotic2542155FAAsgharAsadiBaharakSefidgardanAriyanGholipurJournal Article20130209<span style="font-size: small;">Abstract:</span>
<span style="font-size: small;">Management as a field of study uses extensively the concepts and theories of psychology. In fact, a great deal of organizational behavior theories are built on social psychology and psychology sciences. The purpose of this study is to test the relationship between organizational culture and organizational neurotic in the Bank of Refah. A sample survey was conducted among the 678 Bank employees. The result of study show that there is a significant reverse relationship between these two constructs. Research findings suggest that to manage organizational culture effectively, managers have to reduce organizational neurotic and increase mental health of organization members.</span><span style="font-size: small;">Abstract:</span>
<span style="font-size: small;">Management as a field of study uses extensively the concepts and theories of psychology. In fact, a great deal of organizational behavior theories are built on social psychology and psychology sciences. The purpose of this study is to test the relationship between organizational culture and organizational neurotic in the Bank of Refah. A sample survey was conducted among the 678 Bank employees. The result of study show that there is a significant reverse relationship between these two constructs. Research findings suggest that to manage organizational culture effectively, managers have to reduce organizational neurotic and increase mental health of organization members.</span>Iranian Academy of Management scienceIranian journal of management sciences2717-261982920130321Constitutive Elements of "Strategic Thinking" ConstructConstitutive Elements of "Strategic Thinking" Construct4458156FASimineAghajaniyanMarziyeRostamiJournal Article20130711<span style="font-size: small;">Abstract:</span>
<span style="font-size: small;">New approaches to strategy have accepted strategic thinking as a complement or even an alternative for strategic planning. Indeed, strategic thinking capability has been recognized as a characteristic of successful top managers in organizations. Moreover, the extant literature emphasizes the fact that top level managers can be taught to think strategically. However, there is no comprehensive model of strategic thinking components that can be used as a base for assessing managers' strategic thinking level and training based on the results of the assessment. Thus, in this study we propose a model of strategic thinking elements based on reviewing the extant literature and extracting the related components. This model can be used for designing an assessment tool and planning for managers training programs. Furthermore, it can be a starting point for future researches on strategic thinking, especially the ones that examine its relation to other types of thinking, including systems thinking and entrepreneurial thinking.</span><span style="font-size: small;">Abstract:</span>
<span style="font-size: small;">New approaches to strategy have accepted strategic thinking as a complement or even an alternative for strategic planning. Indeed, strategic thinking capability has been recognized as a characteristic of successful top managers in organizations. Moreover, the extant literature emphasizes the fact that top level managers can be taught to think strategically. However, there is no comprehensive model of strategic thinking components that can be used as a base for assessing managers' strategic thinking level and training based on the results of the assessment. Thus, in this study we propose a model of strategic thinking elements based on reviewing the extant literature and extracting the related components. This model can be used for designing an assessment tool and planning for managers training programs. Furthermore, it can be a starting point for future researches on strategic thinking, especially the ones that examine its relation to other types of thinking, including systems thinking and entrepreneurial thinking.</span>Iranian Academy of Management scienceIranian journal of management sciences2717-261982920130321Impact of Brand Personality on Brand Loyalty with Investigating the Mediator Role of Brand Affect, Brand Trust and Brand Preference: Case Study Iran Khodro CompanyImpact of Brand Personality on Brand Loyalty with Investigating the Mediator Role of Brand Affect, Brand Trust and Brand Preference: Case Study Iran Khodro Company5972157FAHosseinRezaii DolatAbadiJavadKhazaii PoolMojtabaAmaniJournal Article20130423<span style="font-size: small;">Abstract <em> </em></span>
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<span style="font-size: small;">Brand is a powerful tool for achieving organizational goals and has been introduced as an instrument that creates multiple challenges for organizations.The aim of this study is to investigate the effect of brand personality on brand loyalty through mediating variables of brand trust, brand affect and brand performance. A questionnaire was distributed among 214 consumers of Iran khodro in the capital city of Isfahan province. The results of the study confirm the effect of brand personality on brand loyalty, however, the mediating variables of brand trust, brand preference and brand loyalty play an important role in this relationship.</span><span style="font-size: small;">Abstract <em> </em></span>
<span style="font-size: small;">109</span>
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<span style="font-size: small;">Brand is a powerful tool for achieving organizational goals and has been introduced as an instrument that creates multiple challenges for organizations.The aim of this study is to investigate the effect of brand personality on brand loyalty through mediating variables of brand trust, brand affect and brand performance. A questionnaire was distributed among 214 consumers of Iran khodro in the capital city of Isfahan province. The results of the study confirm the effect of brand personality on brand loyalty, however, the mediating variables of brand trust, brand preference and brand loyalty play an important role in this relationship.</span>Iranian Academy of Management scienceIranian journal of management sciences2717-261982920130321Cultural Intelligence in Interaction to Conflict Management StrategiesCultural Intelligence in Interaction to Conflict Management Strategies73103158FARezaSepahvandFatanehBaharvandRezvanBeiyranvandJournal Article20130423Abstract:
<span style="font-size: small;">The present study tries to investigate the relationship between cultural intelligence and conflict management strategies on university employers in Lorestan (on about 250 persons). The necessary tools for gathering data are William and Pradoo Cultural Intelligence questionnaire and Conflict Management Strategies Putnam & Wilson questionnaire. The present study is an applied study and according to its method is a co-relational study. The reliability of these two questionnaires is determined through Cronbach’s Alpha test and their validity is verified with factorial analysis test through AMOS20 software. Besides, the SPSS18 software is used to analyze the data. The results show that the subjects’ cultural intelligence level was low. Furthermore, the results revealed that there is no significant relationship between cultural intelligence, gender, age, working years, organizational position, and educational degree. However, there is a significant positive relationship between these employers’ cultural intelligence and conflict management strategies; and in fact this positive relationship exists between all aspects of cultural intelligence except attitudinal aspect and the avoidance and problem-solving strategies. Besides, the results revealed that the behavioral and cognitive aspects of cultural intelligence are in significant positive relationship with control strategy while there is no significant relationship between attitudinal and meta-cognitive aspects and this strategy. </span>Abstract:
<span style="font-size: small;">The present study tries to investigate the relationship between cultural intelligence and conflict management strategies on university employers in Lorestan (on about 250 persons). The necessary tools for gathering data are William and Pradoo Cultural Intelligence questionnaire and Conflict Management Strategies Putnam & Wilson questionnaire. The present study is an applied study and according to its method is a co-relational study. The reliability of these two questionnaires is determined through Cronbach’s Alpha test and their validity is verified with factorial analysis test through AMOS20 software. Besides, the SPSS18 software is used to analyze the data. The results show that the subjects’ cultural intelligence level was low. Furthermore, the results revealed that there is no significant relationship between cultural intelligence, gender, age, working years, organizational position, and educational degree. However, there is a significant positive relationship between these employers’ cultural intelligence and conflict management strategies; and in fact this positive relationship exists between all aspects of cultural intelligence except attitudinal aspect and the avoidance and problem-solving strategies. Besides, the results revealed that the behavioral and cognitive aspects of cultural intelligence are in significant positive relationship with control strategy while there is no significant relationship between attitudinal and meta-cognitive aspects and this strategy. </span>