جستجوی مقالات مرتبط با کلیدواژه « مدیریت استراتژیک » در نشریات گروه « اقتصاد »

Today, according to the increasing trend of environmental changes and developments, organizations and companies need strategic entrepreneurship to respond effectively to their environmental needs; Therefore, different models have been presented for it. The present article is trying to systematically examine the findings of the studies conducted in this regard using the meta-combination method and analyze them based on the formation process and the output achievement. For this purpose, by referring to the authentic documents and documents available on the sites and after reviewing the information of English sources from 2000 to 2019 and Persian from 1380 to 1398, 88 suitable articles were identified from the mass of primary articles. In order to analyze the selected articles, constituent concepts and influential components, the content analysis method was used, and in order to validate the extracted concepts, the Delphi panel method was used with the presence of a number of experts. At the end of the research findings in the form of five components of leadership, attitude, resources, opportunism and innovative learning and ten sub-components of individual characteristics, managerial, organizational, cultural, social, financial, non-financial, path of discovery and creation, exploitation, education and creativity and innovation. And 49 concepts were identified and classified. Also, the rank and importance of experts' opinions about the components of strategic entrepreneurship are in the order of leadership characteristics, opportunism, innovative learning, attitude and resources.

The purpose of this research is to conceptualize and clarify on the role of strategic entrepreneurship and elements of the collegiate system in the realization of Eghtesad-e-Moghavemati. In this study, using the qualitative research approach and applying descriptive analytical method, firstly the basic concepts of entrepreneurship, strategic management and strategic entrepreneurship and their aspects are explained, and then the concept of Eghtesad-e-Moghavemati and the role of quintuplet elements of higher education system in achieving Eghtesad-e-Moghavemati in the field of strategic entrepreneurship are fully presented. The population of the research includes all documents, records and resources related to the subject of our study. Since in the current research, there has been note-taking of the existing references, and the references are used according to the research objectives, no sampling is conducted and the aforesaid available references have been analyzed. The major results showed that beside producing new products, in order to improve effectiveness and to be leading in the realization of Eghtesad-e-Moghavemati, universities and higher education centers have to be able to make use of innovation in their different elements, parts and pillars i.e. management, faculty and staff members, students, syllabus elements, and their evaluation system toward strategic entrepreneurship.

According to the latest researches in the strategy and leadership journal, strategic management is considered as the most applicable managerial instrument with a popularity of near 90%. The results indicate that companies perform better through concepts of strategic management. However, organizations show more irreparable strategy failures. The ultimate goal of this research is Identification, Native Survey & Relation Establishment of The key variables to successful achievement of the strategy in 3 following sub domains, strategy formulation, Implementation of the Strategy, strategy control.By Using & Utilization the qualitative methodology and results of different studies and using interpretive structural modeling, the Strategy Authors develop Key success factor conceptual model considering the native condition in 3 different sub domains we mentioned before. Results showed that the following items in formulation phase, Strategic Management knowledge perception of the mangers, considering Planning techniques and strategic thinking in Uncertainty Conditions and Association & stability of senior managers, in implementation phase, Organizational structure and culture should be in same direction with the Strategy, Creating Influence Coalition & Authority inside the target organization and in controlling phase Importance of quality conservation for the superior managers, Flexible Control measures based on native conditions are critical & key objects in order to achieve a successful Management Strategies: Also important factors like Considering “PAEI” Composition by strategists & planners in formulation phase, Appropriate allocation of resources in Both Implementation & Controlling phases as a Persuasive system not Reprimanding Were identified as autonomous elements. Observance of these items will reduce the failure risk of the strategies in Iranian Organizations.

The balanced scorecard (BSC) is a management tool that is based on measurement and it is considered to be a prerequisite to strategic management. The aim of this study is to describe and evaluate State Tax Administration of Hamedan Province in the Year 1387 using the balanced scorecard. Having a descriptive nature, the research is a survey study. Twenty managers, a hundred staff and a hundred taxpayers participated in the study. To collect data, three already-developed content-valid reliable questionnaires were utilized. The results of the Binomial Test reports a dissatisfactory performance in the most of the perspectives (α<0/05). Moreover, findings indicate that State Tax Administration of Hamedan Province has achieved its goals, by 105.25% in financial perspective, by 67% in taxpayers, by 63% in internal business processes, and by 59% in learning & growth perspective.

To develop and survive in the modern competitive environment, all governmental/non-governmental organizations do need an effective system of performance assessment enabling them to measure the efficiency and effectiveness of their organizational programs and processes, and of their human resources. Efficient organizations do not suffice to gathering and analyzing data, but rather, they try to make use of data for improving their performance and for getting to their intended missions and strategies.In other words, instead of resorting to performance assessment, they involve themselves in performance management. According to what was said, Tehran City Tax Affairs Office, as one of the most important administrative divisions of INTA, is required to harmonize itself with other divisions of INTA and to change itself in accordance with thestakeholders’ expectations thorough administrating pre-determined strategies and assessing its overall performance. This paper deals with how to apply a balanced scorecard (BSC) model to the performance assessment of Tehran City Tax Affairs Office.

The voluminous body of literature on the management of change, including sub-areas such as Business Process Reengineering (BPR), Total Quality Management (TQM), and product improvement, implicitly or explicitly propose that company strategic intelligence is a pre-requisite for change, and that effective information systems (IS) support is a critical requirement for implementing change. This paper aims to examine the effect of competitive intelligence on changing small and medium business organizations in Iran. A field test of how effectively small and medium business organizations are identifying strategic problems and opportunities, how effectively they implement business change, and use IS technology to do so, was undertaken to empirically test their relationships. The result provides clear evidence about the importance of competitive intelligence and IS support for effectively implementing change in small and medium business organizations.