جستجوی مقالات مرتبط با کلیدواژه « فرایندهای سازمانی » در نشریات گروه « مدیریت »

Industries with the help of the Internet of Things can make a significant contribution to increasing production.capabilities of industrial internet of things depend on the ability of industrial equipment to connect to the network. With this feature, data can be collected and analyzed.  

 This research addresses the issue of prioritizing the capabilities and challenges facing the industrial internet of things. The main question is which of the main capabilities of the components of the Internet of Things (artificial intelligence, communication, sensors, active engagement and use of low equipment) is one that is more effective and important than other capabilities and also among the challenges industrial internet of things (security, privacy, complexity, adaptability and flexibility, scope) which is more effective and important than other indicators. In this research, after reviewing the research literature and collecting indicators and capabilities, first, using network analysis method, these indicators are ranked and weighted. Network analysis and analysis technique are used to achieve the research goal.  

Optimal prioritization of these capabilities and challenges allows smoother implementation for this new and innovative field. Therefore, in this article, the researcher seeks to answer the question of how to prioritize the capabilities of the Internet of Things in improving organizational processes in the organization and also the capabilities, benefits and challenges in this article are evaluated and the position and importance of each is determined.  

The results show that the security index is the most important. Artificial intelligence is the second priority. Technology optimization is of paramount importance.

The organizations need to continuously improve their processes so that they can succeed, increase their customers’ satisfaction, and survive. The process maturity models of organizations are models developed to assess and improve organizational process. In order that an organization can continuously improve, it is essential to focus on its maturity in personnel, process and organizational levels. The integrity maturity model is a fundamental model used to assess an organization’s maturity level. This model, based on the principle that “the system or a product’s quality is influenced by the process used in its development and maintenance”, is developed through reviewing all the knowledge and experiences gained from processes management. Organizations can advance with this model toward improvement of their processes and fulfillment of goals. In this paper, the concept of integrity maturity model is first reviewed; then, following indentifying organizational processes in the selected NAJA police stations and an examination of their statues que, the integrity maturity model for organizational process of the police stations was developed. The presented model in this paper can be regarded as a criterion to assess the maturity levels of process in the selected police stations, based on which the weakness and strengths of the organization can be identified.

In the present study, it has been tried to evaluate the existing holding structure and to suggest ways to improve factors affecting the holding while introducing the theoretical concepts and referring to expert opinions. The effective index of the specified holding structure was determined and the compliance level of the current company's structure was tested. The nature of the study, according to its purpose, is implicative and according to the data collection is descriptive. To test questions, the statistical features such as frequency, percentage, and mean were used to analyze and describe the characteristics of the subjects. In order to confirm or reject the hypothesis and to find a specific relationship between variables, confirmatory factor analysis, structural equation (correlation and path analysis), one-sample t-test and paired t-test were used . The study subjects were senior managers of holding Headquarter and subsidiary companies in 2013 and the sampling method was census. Data collection is library research method and research instrument is a questionnaire that was confirmed by Cronbach's reliability and its validity by experts. After reviewing the literature and experiences of researchers and designers holding organizational structure, according to the study, a total of 42 indicators was determined which then divided into four groups. Indicators related to organizational processes are business processes, financial process, the support process, customer process; indicators related to Headquarters features are the central role of the Headquarters, the Headquarters, the interactive relationship between Headquarters and subsidiaries; indicators related to organizational strategy and goals include organization strategy, business strategies, operational strategies, strategy-oriented organization; and indicators related to management style include the index of the planning influence and controlling influence. The results showed that according to the experts' opinions, criteria and indicators were selected correctly. In order to assess the current state and the desired state, the questionnaire was prepared and business managers were inquired to determine the status of the indicators in current state and the importance of each indicator in the desired position. The mean test for the assessment of the existing situation and the desired optimal holding structure, suggests that the current situation is significantly different from desired position. To achieve the desired status, proposed changes in the discussed indicators are necessary.

The present paper undertakes to investigate the effect of an organization‘s structural capitals on recognition of entrepreneurial opportunities in knowledge-based companies at Eqbal Technology and Science Park of Yazd Province. The research sample included 75 executive managers working in the sample companies which on the ground of the limited number of the participants، the survey method was used but only 66 questionnaires out of 75 were complete as and returned to the researcher. The research instruments included Moon and Kim standard questionnaire to measure the structural capital side as well as Puhakka standard questionnaire to recognize the entrepreneurial opportunities. The data were analyzed by means of Partial Least Squares and Smart PLS2 software in the measuring model and the structural model. The results show the positive and meaningful effect of an organization‘s structural capital on the recognition of the entrepreneurial opportunities in knowledge-based companies of the research sample. Therefore، one of the effective factors in improving the conditions of recognizing entrepreneurial opportunities is organization‘s structural capital which should be reinforced.