جستجوی مقالات مرتبط با کلیدواژه « استراتژی های رقابتی » در نشریات گروه « علوم انسانی »

Increasing competition in the current era and facing diverse and changing needs and demands of customers and the possibility of change and innovation in the products offered by companies in the service sector, which is due to the flexible nature of these products, make innovation and providing new services very important. It has made it important and necessary. New services can be considered as the core of competitive advantages of companies. Adapting to a turbulent environment requires a constant stream of new product development and delivery. Services are an indispensable part of every economy, and all successful economies, including industrial and commercial economies, owe a high share of their national gross product to the service sector. The increasing growth of this field and the consequent development of competition between companies are among the factors that highlight the importance of developing new services. The truth is that without paying attention to improving services and providing new services, organizations can never experience a sustainable and favorable growth for a long time. Due to many changes (such as the development of markets, globalization, changes in the rules of competition in industries and technological advances) that have affected the service industry, companies have both the opportunity and the need to use their skills and resources in a creative way to use there are potential and unprecedented advantages of this field. The development of new services is a set of activities that lead to partial or total changes and modifications in providing services to different parts of the market. Due to rapid changes in the state of technology and customer preferences, organizations cannot always rely on their existing services. Based on this, in the current research, the impact of competitive strategies, organizational learning and business on the development of new services has been investigated.

The research is an applied one in terms of its purpose, and a descriptive (non-experimental) one in terms of the nature or method of data collection, from the branch of field studies. The data collection tool is a researcher-made questionnaire using the indicators obtained from the research background. The content validity of the questionnaire was confirmed by the opinion of experts and professors, and the reliability of the questionnaire was confirmed through Cronbach's alpha coefficient, which was more than 0/899. The statistical population of this research is the managers of chain stores in Tehran province, including 699 stores from the chain stores of Ofogh Koresh, Shahrvand, Refah, Etka, Fruit and Vegetable Squares, Hyper Star, Najm Middle East, Hypersun, Hyperme, Iran Mall., Shahr Farash, and the number of samples was selected using the available cluster random sampling method and using Cochran's formula, 248 chain stores. Data analysis was done using the structural equation modeling approach.

According to the purpose of this research to investigate the impact of competitive strategies, organizational learning and business on the development of new services in chain stores of Tehran province, the findings of this research show that competitive strategies, organizational learning and business have an effect on the development of new services in chain stores in Tehran province.ConclusionTherefore, these are suggested: 1. Senior managers who have the competence to build culture, be the pioneers of an internal revolution and a new dynamic, the alignment of individual goals and strategic goals will facilitate the strategy implementation process, and the adoption of a suitable strategy requires change whether we like it or not that directing and managing this change requires an adequate understanding of human resources.2. People who have capabilities in their field of work be given the necessary space to grow in the stores because it causes the growth of the store. 3. In the store, employees should be given the necessary training to learn and apply business strategy so that they can improve in their field of work. 4. By improving the quality and suitable human resources, high learning can be achieved, which will lead to the achievement of the focus strategy and can cause the retention and attraction of customers. 5. Personnel should provide services in new ways and benefit from new and updated technology compared to other competitors, and also remove existing old methods and procedures in order to achieve differentiation. 6. Managers should focus their activities in line with the chosen strategy and organize the necessary management decisions and actions. 7. Managers should prepare a comprehensive and coordinated action plan according to the organizational goals in the next 5 years that they are involved in drafting. It is better for these programs to be evaluated and operationally controlled in the expected time according to the allocated budget and the progress of the program.8. The personnel should have a proper way of dealing with the requests of the customers and have a customer-oriented culture and proper attention to the demands of the customers so that the customers buy the things they need. 9. The implementation of appropriate management methods using business strategy leads to the increase of service development, and finally, reducing the price of services increases the competitiveness of stores. 10. Redesigning jobs prevents employees from wasting their time, and also selecting and hiring the most qualified people provides profitable areas and reducing store costs. 11. Increasing the quality of providing technical guidance and how to inform about the store's product and service capabilities. 12. The necessary guidance should be provided transparently to perform requested services through the training of store personnel to increase customer satisfaction and ultimately sales. 13. Increasing the quality of providing services and solving product problems, as well as timely delivery and determining the duration of solving problems and how to inform in the store. 14. Regular handling of customer complaints and differentiation in the warranty period of their products compared to similar products in the store.

Due to the dynamic and competitive nature of the insurance industry, the continuation of competitive strategies based on the knowledge of the environment, environmental opportunities and threats and understanding the organization's strengths and weaknesses is very important, because without these analyses, the insurer's efforts will not be effective and the organization will not reach its final goal. Due to the challenges and problems and gaps in the application of systematic methods, environmental analysis, organization analysis and strategy continuation by adding environmental and internal factors of the organization in the country's insurance industry, the present research, relying on the opinion of 10 experts of this industry from among the managers and representatives and experts of the insurance industry, first identified the internal and external factors effective in the strategic planning process and then by analyzing them, proposed the best possible strategies. The primary data collection method was questionnaire and interview and the method of seeking opinions from the representatives of "Sahand Mahni Tabriz" and library studies were done in parallel. Internal factors (strengths and weaknesses) and external factors (threats and opportunities) have all been extracted and analyzed by the MAXQDA2020 software in the form of 40 factors by the internal and external factor matrix, which is the result of interviews with the mentioned experts, and as a result of this operation, 4 main categories have been obtained with the titles of strengths, weaknesses, opportunities and threats, and 40 codes for the above categories have been obtained, which are described in the following. And the obtained strategies have been analyzed to determine the attractiveness in the QSPM quantitative planning matrix, so that the priorities of the relevant organization can be graded.

In the capital structure, there is a necessity and thematic importance for the scientific expression of the impact of strategy and capital structure on the company's cash flows. Tehran securities and exchange in the period 2013 to 2018, which were extracted and analyzed as a sample by the method of systematic deletion of information of 139 companies. The statistical method used is the combined data method and the regression models were fitted with Eviews software. The results of hypothesis testing show that cost leadership and differentiation strategies have a significant effect on different types of cash flows by considering capital structures.

The purpose of this study is to investigate the effect of marketing capabilities on the dimensions of the competitive strategy with the mediating role of dynamic management capability and the moderating role of competition intensity. The research method is descriptive-correlation. The statistical population of this research is the top managers of sample export companies. A standard questionnaire was used to collect data. Multivariate regression method based on structural equations using smart-pls 3 software was used to analyze the data. Findings showed that in the final model of this study, marketing capabilities have a significant effect on cost efficiency and marketing differentiation with a path coefficient of 0.500 and 0.457, respectively. The moderating role of competition intensity on cost efficiency and competitive differentiation was not significant. Also, the mediating role of dynamic management capability on the relationship between marketing capabilities and cost efficiency could not be justified, but on the relationship between marketing capabilities and marketing differentiation was significant. This indicates the importance of the dynamic management capability variable and it is recommended that the managers of export companies include dynamic management capability as an efficient variable in formulating their strategies.In addition, since the information ability of the market has the greatest effect on the formation of people and the company's strategic position, export manufacturers must carefully manage the development and strengthening of this ability for appropriate and effective design.

Since the late 1990s, the number of articles dealing with the topic of competition has been increasing. This increase has been in response to the growing prevalence of co-competitive relationships in many industries. Different researchers in the field of competition have addressed this issue from very different perspectives and based their research on theoretical frameworks, types of analysis, methods, and different goals. This article deals with a systematic review of the articles that have been published in the last 26 years in the field of competition. First, it identifies the dimensions and components of the competitive strategy, then the dimensions and components of the specific competitive strategy of the transportation industry, and finally provides the framework of the competitive strategy. For this purpose, by searching and retrieving studies from six valid foreign and domestic databases, 1472 articles were identified and screened by non-inclusion criteria. Finally, only 190 articles were selected for review. Out of all the reviewed articles, 14 articles were related to competitive literature in the field of the transportation industry. Competitive strategy is a new subject areaseveralof industries very quickly got acquainted with its literature and entered the business space. But the transportation industry is one of the industries that has entered the field of competitive strategy in the last decade (2010 onwards) and has grown significantly in the last three years. The results show that the international and capital-intensive nature of the transportation industry leads companies to adopt a competitive strategy. Furthermore, the cooperation of competing transport companies will have positive consequences such as reducing service delivery time, service rates, and traffic.

The Purpose of this research is Explaining Factors of Financial and Accounting Competitiveness Strategies in Tehran Stock Exchange Companies Using Total Interpretative Structural Interpretation (TISM). The methodology of this research is applied in terms of purpose, as a method of obtaining data, descriptive and in terms of the methodology of the combination of extended analysis and Total Interpretative Structural Interpretation (TISM). In this two-phase, qualitative and quantitative study, first, 10 of the elite of the scientific community of accounting participated in the checklist of related companies' competitive strategies through their participation. Accordingly, three functional strategies, governance, and working capital were approved in 19 indexes and entered the Delphi analysis phase. In Delphi analysis, 6 indicators were also eliminated based on average criteria and agreement coefficient, and the total of indices in Delphi second round was reduced to 13 indicators. Then, in the second part of the research, 30 participants of the stock market brokers and analysts participated and participated in 7 stages of Total Interpretative Structural Interpretation (TISM). The results showed that the three indicators of increasing the volume of transactions as a functional strategy, strengthening the independence of the board of directors as a strategy of governance and the efficiency of current liabilities as the strategy of working capital were determined by the most effective indicators of the competitive strategies of companies. It was also found that the reduction of operational costs as the indicator of corporate performance strategy was the least effective factor in the company's competitive strategy.

Coopetition strategy is a relationship in which collaboration and competition co-exist, to create value in cooperation with their competitors and to appropriate a share of that value themselves in an all-win scenario. The focus of this study is to investigate the concept of competitive collaboration in the engineering services industry. In this regard, one of the innovations of the present study is to try to design a conceptual model for this strategy and then to modify it based on the Iranian engineering services. Using grounded theory, methodology as a qualitative method based on primary data of 12 in-depth interviews with experts in the field, a theoretical framework was formulated regarding the systematic view of Strauss and Corbin. The research data were analyzed in three stages: open coding (650 descriptive codes), axial coding and selective coding. The findings show that the final model consists of 6 main categories, 14 subcategories, and 98 abstract concepts. By gathering the data and evidence from analysis of inter-firm level, a conceptual model relationship for coopetition strategy in the field of engineering services. The research findings show that engineering services managers and policymakers need to pay attention to all categories of causal conditions, intervening conditions, contextual conditions, strategies and outcomes of competitive collaboration.

Coopetition strategy is a relationship in which collaboration and competition co-exist. The goal of cooperation is to create value for competitors and to appropriate a share of that value in an all-win scenario. The focus of this study is to investigate the concept of competitive collaboration in the engineering services industry. In this regard, one of the innovations of the present study is to try to design a conceptual model for this strategy and then to modify it based on the Iranian engineering services in the construction industry. Using grounded theory methodology as a qualitative method based on primary data of 12 in-depth interviews with experts of the field, a theoretical framework was formulated based on the systematic view of Strauss and Corbin. By gathering data and evidence from analysis of inter-firm level, our findings indicate the processes of formation, development, and management of coopetition in the engineering services in Iran. The conceptual model relationship for coopetition strategy in the field of engineering services includes the conditions, contexts, management, tensions, and outcomes of competitive collaboration.

Maintaining competitive position and survival is one of the most important challenges for companies in the condition of high environmental uncertainty. In such a situation, it is very difficult for corporates to analyze and predict the dynamics of cooperation and competition. coopetition is a strategy that has attracted the attention of many corporates in the last two decades in order to gain, maintain and improve its competitive position. Given the uncertainty surrounding sanctions in the country's business environment, a coopetition strategy is beneficial for many corporates to overcome this situation. But studies show that no pattern of coopetition strategy has not yet been presented in the condition of high uncertainty. In this regard, the aim of this study is to provide a comprehensive model of coopetition strategy based on a systemic approach in the condition of sanctions. In this study, in order to explain a comprehensive model of coopetition, all dimensions of coopetition strategy including 13 dimensions and 80 indicators have been identified by a systematic review of literature and with help of meta-synthesis qualitative research method. This include three section: driver, process, and outcome. Based on the model, drivers include intra-organizational(individual and organizational) and extra-organizational factors (environmental and industrial), processes include selection management, communication management, operations management, sustainability management and tension management, and the outcomes of coopetition also include micro-level (customer and organization) and macro-level (inter-organization and industry). The proposed model can be used by managers and policymakers as a basis for planning in conditions of high environmental uncertainty.

Since the acquisition of the market share is a correlational parameter, (the sum of the total market share of the competing organizations must be 100 percent) and the maximum in the present study, a DEA-based mathematical model was proposed to specify the competition strategies considering the correlational parameters and the magnitude and dimensions of insurance organizations. To examine the efficiency and the reliability of the proposed model, a real problem was solved in the domain of insurance industry and the results were compared with those of the basic CCR model. The findings revealed that the use of the basic CCR model to solve the problem produces unrealistic results that contradict the conditions and constraints of the real world. This was the case despite the fact that the proposed model proved more efficient and the results suggested that the proposed model improved the weaknesses of the basic DEA models in the domain of insurance institutes

The different organizational levels of strategies are planned for a suitable react related to environmental factors. Consequently, it is crucial for organizations to confirm these strategies with organizational changes. After studying of literature about Business level strategies and environmental uncertainty, we proposed a suitable model. With combination of Porter and Miles & Snow models, four types of business strategy were introduced that included: prospector, analyzer, low-cost defender and differentiation defender. The statistical society included 44 managers and experts from Pegah Fars company and 32 managers and experts of Sham Sham company and we used Questionnaire to collect data. The results showed that there is difference between expected and existed situation of business strategy in both companies. Also base on the conceptual model, there is not fitness between business strategy and external environment, in both companies.

The role of information sharing in achieving competitiveness has been the hub of attention of many recent researches at different level of company business and supply chain. In this research, the impact of information sharing on competitive strategies and the performance of supply chain is emphasized. To do so, regarding to competitive advantage of steel industry in Iran, the steel supply chain consists of the three companies of "Mobarakeh Steel", "Khuzestan Steel", and "Isfahan Steel" was selected and the opinion of 95 managers and experts of these companies were surveyed. Int the next stage, the structural equation modeling was used to analyze the data. The results indicate that there is a meaningful and positive relation between information sharing on competitive strategies of supply chain and also the same relationship between competitive strategies of supply chain and performance of supply chain.