This paper investigates the effects of different factors influencing on the successful implementation of the business process re-engineering (BPR) in Iran. The study selects 386 experts randomly and using some statistical tests examines the effects of four groups of factors including strategic, organizational, methodologic and technological & educational issues on the success of the BPR implementation in Iran. The study designs a questionnaire in Likert scale and distributes it among some experts where Cronbach alpha was calculated as 0.71. The implementation of Pearson correlation ratio has confirmed that technological and educational factors marinated the highest effects (r = 0.523, Sig. = 0.000) followed by strategic (r = 0.505, Sig. = 0.000), organizational (r = 0.352, Sig. = 0.000) and methodologic issues (r = 0.267, Sig. = 0.000). In addition, the implementation of Stepwise regression has confirmed that technological & educational, strategic and methodologic factors influence on BPR in Iran.
Nowadays, due to the transition from the old economic model to the global village constituting patterns, different functional requirements are needed. In other words, for success in the modern production management, strategic decisions must create the conditions for taking new systems for enterprises and create conditions for the competitiveness of manufacturing firms. This paper presents a survey on diagnosing barriers to make strategic decisions in a manufacturing firm named Pakshoo company in city of Tehran, Iran. The study tries to find the obstacles for the implementation of strategic decisions in this firm. The study determines 14 different factors influencing on the development of strategic planning and using analytical hierarchy process, prioritize them, accordingly. In our survey, behavioral factors are considered as the most important factors followed by structural and context issues.
It is very important to manage and control projects with the consideration of the triple constraints; namely time, cost and scope. It is also extremely important to manage the scope and all the procurements needed to complete any project. During the project’s lifecycle many changes take place, either positively or negatively, which should be controlled. If the changes are not controlled we may have scope creep that has negative effect on the project. It is commonly considered a negative incident, and thus, should be kept away from the project. By considering this concept, in this paper, we discuss scope change and managing scope and fuzzy analytical hierarchy process is used in selecting the best strategy to manage scope change in projects.
This paper presents an exploratory factor analysis on knowledge management and organizational innovation items influencing on organizational strategy. The study designs a questionnaire in Likert scale and distributes it among 210 employees in an insurance firm named Dana located in Iran. Cronbach alpha has been well above 0.90, which confirms the validity of the overall survey. Using principle component analysis, the study extracts six critical success factors influencing on knowledge management including knowledge management processes, organizational culture, organizational structure, human resources, information technology, top management support and three factors of innovation including product innovation, process innovation, and organizational performance.
In order to improve the organizational performance, strategies in the human resources are among the elements taken into consideration. On this basis, the present research is aimed at studying the role of human resources strategies in the organizational performance of Barij Essence Kashan Pharmaceutical Company. In terms of goal, the present research is descriptive- correlative and in terms of data collection, the survey method has been used. The main means of research data collection has been questionnaires and the validity and consistency tests have been carried out on the questionnaires. The statistical population is consisted of managers, directors, and experts of the Barij Essence Kashan Pharmaceutical Company during the winter of 2013-2014. Simple random sampling method has been used in the research and the number of people in the statistical population is 48. In research data collection, both library and field (questionnaire) methods have been used. The Pearson correlation coefficient and the multivariate regression have been employed in analysis of the data. By verifying the examined hypothesis, the findings of the research reveal that the human resources strategies generally influence on the organizational performance in five groups of absorption and employment strategy, human resources development strategy, performance management strategy, service compensation strategy, and employees’ relations strategy.
The aim of this study is to identify important factors influencing organizational readiness to deal with the crisis in business organizations. The study designs a questionnaire in Likert scale and distributes it among some experts who work for Mapna company in Iran. The study uses the method developed by Mitroff (2005) [Mitroff, I. I. (2005). Why some companies emerge stronger and better from a crisis: 7 essential lessons for surviving disaster. AMACOM Div American Mgmt Assn.], which investigates the effects of four factors including job satisfaction, increase in income, cost reduction and change in strategies on crisis management. Using Pearson correlation ratio, the study has confirmed a positive and meaningful relationship between crisis management and three factors including increase in income, cost reduction and change in strategies. However, the study did not find any evidence to support the relationship between job satisfaction and crisis management.
This examines the impact of strategic thinking on the performance of Mashhad municipal mangers. Strategic thinking as one of the ways of thinking has a crucial place in the modern world and plays essential role in major issues at different organizational levels including individual decision-making and planning. We expand our horizons and take the opportunity to increase our performance using strategic thinking. Organizations are being involved in competitive and chaotic situations; therefore, they need managers with strategic thinking. Nevertheless, there are some organizations throughout the world managing their business activities in increasingly difficult situations with highly developed duties. Therefore, they need strategic thinkers to cope up with the mentioned problems and Mashhad Municipality is no exception to this policy because it has a special place among all aspects of metropolitan districts. Thus, this study has attempted to explain of the impact of strategic thinking on the performance of Mashhad municipal managers. The results obtained from the study show that strategic thinking had an acceptable level among municipal managers of Mashhad City and all factors of strategic thinking improved their performance.
This study aims to assess the relationship between structural dimensions of organization including centralization, complexity and formalization on one side and strategy effectiveness on the other side. Structural dimensions are determined based on Robbins theory, and each of them is considered as independent variables of research. Strategy effectiveness, which includes achieving strategic goals or successful implementation of strategies are the independent variable of the research, based on Noble’s strategy implementation model. One primary thesis and three secondary these are defined. This is a descriptive research of two variable correlation. The target population includes 600 senior managers of Payam-e-noor university around the country, including staff administrative managers, province and unit headmasters, of Iran at the time of data collection. Simple random sampling is used, with sample size of 120. Library resources are used for theoretical foundation data collection and note-taking. Questionnaires are used to collect data and evaluate research theses. Inferential Statistics and Pearson correlation coefficient are used to analyze the research theses. The first two theses are confirmed, at 95% and 99% respectively, but the third thesis is rejected based on the collected data. Therefore, based on this study, complexity and formalization have respectively inverse and direct effect on strategy effectiveness, but centralization does not affect strategy effectiveness in Payam-e-noor University.
Today, organizations for holding and improving their competing merit use performance measurement for evaluation, control, supervision and improvement of their trading processes. Medium and small companies in technology and science parks are very useful in economic revivification and technology development. Technology and science parks have provided necessary consultations, information, suitable equipments, and services for developing technology unites and prepare them for independent presence in industry. One of the necessary elements for the success and improvement of performance in these companies is to establish and implement balanced scorecard, which can be used to reach desired goals, strategies and to improve performance. In this article, we use a structured method for calculating efficiency of four perspectives of balanced scorecard. Statistical society of this research was Semnan technology and Science Park and seven experts are selected for answering questions of the survey. We also complete questionnaire and determine index and relative importance of all indices. For developing strategic goals of Semnan technology and science park according to four perspectives of balanced score card (finance, growth and learning, internal process), six meetings were hold and finally all crisis macro goals index were identified and they were analyzed for evaluating performance.
There is a growing awareness of the pivotal role of technology in securing and maximizing competitive positions. This study based on primary data from two banks in Nigeria examines the relationship between technology policy and strategy dimensions. Differentiation and futurity strategy dimensions were found to be marginally dominant in the managerial practices of these firms. In addition, the study found new evidence of relationship between the strategy dimensions; and the pattern of relationship between technology policy and strategic orientations indicate the use technology to foster defensive behaviours rather than securing competitive edge. Futurity orientation was also found not to be significantly related with most of the technology policy dimensions investigated. These results are expected to provide management and management theorists with valuable practical insight into the relationship between pattern of strategic orientation and technology policy.