Optimal Combination of Strategy, Management Style, and Efficiency in State-Owned Companies

The present study is conducted in tanderm with objectives set out in Iran's Third Development Plan and follows up on studies by such researchers as Chandler (1962,Strategy and Structure), David (1999, Strategy and Environment), Deghat (1998, Strategy and Efficient Management), Robins (1990, Organization Success) and others, all of whom have worked on concepts such as efficiency, strategy, management styles, and their interactions to promote productivity in the organizations. The article briefly presents the hypotheses and discusses data collection, collation, description, and statistical analysis that contribute to the research findings. The article, moreover, highlights the expert's views on strategy, efficiency, management models, and leadership. Data collected from forty state-owned companies in the Islamic Republic of Iran, whose budget constitutes ninety percent of the total budget of all such companies, is analyzed using median, mean, percentile, frequency distribution, and bar graphs. Statistical models, factor variance analysis, multivariable regression model, and linear logarithm model have been used to analyze the relationship among the study's three variables in sample companies. The most important research finding is that strategy affects organizational efficiency under any and all conditions, with its impact far outpacing the effect management style or other factors could have. In the research population, development strategy was more effective than other strategies, while duty-based management was more effective than relationship-based management in promoting the employee's objectives and job satisfaction.