Document Type : Research Paper
Authors
1
Ph.D. student of Business Management, Faculty of Management and Accounting, Allameh Tabatabai University
2
Associate Professor and Faculty Member of Business Management Department, Faculty of Management and Accounting, Allameh Tabatabai University
Abstract
Strategic control of businesses when they’re facing rapid and profound changes, is one of the most important concerns of managers. The purpose of this paper is to provide a comprehensive model for the strategic control of wire & cable businesses in Iran. The wire & cable industry have a wide range of applications, high demand, and a growing market, and also the increasing desire for electrification and digitalization will provide a basis for its further growth in the coming years. In order to present the mentioned model, the research was conducted in two stages using a mixed method. In qualitative phase, by performing a thematic analysis on 8 semi-structured interviews and 6 video/text web interviews that were conducted with wire &cable industry experts, then classifying them based on 4 perspectives of BSC method in MAXQDA software. In the quantitative phase, the ISM approach was used to test the model, and finally MICMAC analysis was used to examine the relationships between themes. Findings showed that the wire & cable industry has fifteen control concepts that are classified at different levels as described in the final model; In the first phase, the concepts of interactive control, employee control, strategic issues control and performance evaluation are placed, in the second phase, the concepts of value chain control, quality control and customer attraction control, in the third phase, R&D&I processes control, political relationships control and sales assumptions control, in the fourth phase, the concepts of customer satisfaction control and market development control, and finally, in the fifth phase, the concepts of accounting control, organization capabilities control and profitability scenarios control are placed.
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