Pattern for the alignment of business strategies with change variations and its effect on companies performance (Case study: the commercial organizations of the Ministry of Defense & Armed Forces)

Researches show that much than seventy percent change efforts have been failed to realize the expected goals. There are many reasons for the failure of change implementation, but at the strategic and macro level, the non-alignment between business strategy and change variations may lead to the failure of changes. In this paper, the alignment between business strategy and change variations and its effect on the performance improvement were investigated in 18 commercial companies of Ministry of Defense being active in trading (non-military) market. The present research is descriptive in terms of goal, applied in terms of consequence and mixed (qualitative-quantitative) in terms of data. In quantitative research, 105 questionnaires were collected from the managers and researchers being aware of the strategic affairs of companies. In this research, "the model of structural equations" and especially the technique of path analysis were applied to study the relationships between the research variables, employing the Software smart P L S, v. 3.0; "cluster analysis" and "variance analysis" were performed by the Software S P S S, v. 19. Also, the qualitative data from the structured interviews made with 36 senior managers was analyzed by content analysis, and the criterion for comparing the performance of the companies was determined by Delphi technique.
The results of variance analysis test indicated that the companies, where change variations and business strategy are more aligned, have a higher performance. Also, the results from Delphi technique showed the ratio of profit to income as a performance criterion.