Developing Organization Redesign Policies based on Burton’s Multi-Contingency Model with a Business Intelligence Development Approach (Case: Esfahan Steel Company)

Background and Purpose:

 The aim of this article is to present the organization's redesign policies in such a way that all organizational dimensions are aligned and appropriate for the development of smart business.

Methods :

Quantitative research was conducted using a descriptive survey method. The questionnaire was compiled based on different editions of Burton's multi-contingency model, and the results of its validity and reliability evaluation indicate the high internal validity of the research and the validity of the tool designed in the society. The questionnaire included 90 items to measure 13 dimensions and 26 components of the Likert scale format and was distributed among 263 managers and experts of Isfahan Iron Smelting Company who were selected by stratified random method.

Findings:

 After data collection and analysis, it was found that the different structural dimensions of Isfahan steel Company's organizational design based on Burton's multi-contingency model were not located on the same area and were not proportional and aligned.

Conclusion:

 The policy of redesigning the organization was proposed in such a way that the environment dimension is chosen as a central dimension for structural changes and adapting and aligning other dimensions of the organization in order to develop business intelligence.