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

Considering the key importance of strategic renewal in competitive and challenging environments where there are many ambiguities and environmental dynamics, the first step in the implementing the necessary corrective measures in organizational strategies is to recognize the key components of the strategic renewal process in the organization. the present study has investigated this important issue in organizations. The current research tries to identify the factors influencing strategic renewal in organizations by Using a systematic review and meta- synthesis method. To analyze the data, seven step-by-step methods of Sandloski and Baruso have been used. This method has identified the antecedents and goals of implementing strategic renewal in organizations. In this context, in order to measure reliability and quality control, the Kappa method was used, and its value was identified for the identified indicators at the level of excellent agreement. The results of the data analysis collected in the MAXqda software led to the identification of 70 effective antecedents on strategic renewal in the form of 6 components and 8 dimensions and 26 goals of strategic renewal in the form of four components and two dimensions. Finally, the organizational learning orientation and the organizational entrepreneurial orientation,with the two factors of the organization's forward-looking perspective and the organization's absorption capacity, were identified as indicators with the highest frequency among the antecedents of strategic renewal in organizations. In addition, in this research, 28 separate definitions of strategic renewal were extracted and presented from the research literature.

The purpose of this research is to provide a model of international strategic renewal of pharmaceutical industry businesses. The current research method is data-based according to the purpose, and also according to the data collection; which was collected in the year 2021 through semi-structured interviews. In order to collect information, a statistical community including 18 experts, including managers and experts in the export field of the top exporting businesses of the pharmaceutical industry active in Tehran province was selected. The purposeful sampling method is in the form of snowball, which theoretical adequacy was determined according to the rule of theoretical saturation. The qualitative part of the data was analyzed through open, axial and selective coding by MAXQDA software. The results of the research showed that in the design of the international strategic renewal model of pharmaceutical industry businesses, there are a total of 10 components were identified and extracted in the form of strategic factors (organizational components, lean and agile supply chain, international strategy), causal conditions (marketing component), structural conditions (entrepreneurship), consequences (financial performance, organizational performance) and background conditions (environmental components, management components, social components).

Strategic renewal in an ecosystem seeks to promote sustainable economic growth policies and increase corporate responsibility. It focuses on the environmental activities and challenges of the company in industries and policies. It is also used to improve the organization's strategies over time. Strategic renewal for corporate sustainability is a complex, ongoing, and challenging process in business. The evolutionary nature of ecosystems allows all players and stakeholders to evolve dynamically and continuously and to influence each other. Considering the significance of sustainability and its impact on economic prosperity, social welfare, and environmental protection, alongside the critical role of strategic renewal in driving corporate sustainability initiatives, this study is to provide a model of a strategic renewal ecosystem with a particular emphasis on corporate sustainability. 

The current study adopts a developmental approach in terms of its purpose, aiming to propose advancements and improvements. It also utilizes a descriptive approach for data collection, seeking to gather comprehensive information. It uses the Meta-synthesis method, which involves synthesizing and analyzing existing research findings to derive meaningful insights. The sampling population includes all the articles and studies that were conducted in the field of strategic renewal and corporate sustainability and were searched in reliable scientific databases in the period of 2000-2021. After the evaluation of 397 articles searched with CASP tools,46 articles were selected as the research sample. Then their content was analyzed and the concepts and categories were obtained. The importance and the concepts were determined by Shannon's entropy method. 

According to the findings of the study, 55 concepts were identified in categories including internal factors of organization, external factors of organization, and environmental factors. The categories of participatory management and leadership, internal and external stakeholders, environmental conditions and regulations, environmental uncertainty, networking, strategic communication, purposeful organizational culture, organization, and management of the organizational structure, and dynamic capabilities were the most important factors, respectively. 

In the face of uncertainty, many organizations encounter the challenge of sustaining their position. Strategic renewal serves as a means to foster innovation and ensure the continued vitality of organizations. On the one hand, strategic modernization, due to its entrepreneurial nature, will affect sustainable economic growth policies and increase the responsibility of companies. On the other hand, identifying ecosystem players with a hybrid approach will enable managers to implement strategic renewal for sustainability more quickly. To ensure the success of strategic renovation to sustain the company, the organization must align and integrate the renovation ecosystem through continuous collaboration to maintain communication between the ecosystem players. In general, this research tried to provide managers and researchers with a holistic understanding of renewal from an ecosystem perspective. It also aimed to facilitate progress toward sustainability objectives for all stakeholders involved

Transformation of organizations and industries requires strategic renewal, and due to the uncertainty in competitive environments, managers can provide the basis for renewal in organizations by identifying and ranking the drivers of renewal and transformation. Accordingly, the purpose of this study was to identify and categorize the drivers of strategic renewal drivers in Iranian development organizations.

The drivers of strategic renewal were identified through semi-structured interviews with 22 former and current IDRO professors and managers based on theoretical saturation technique. To categorize the identified propellants, the opinions of 58 senior and middle managers of state-owned companies affiliated to IDRO were gathered. Purposive sampling method and questionnaires were used.

MAXQDA software was used, and the coding of the interviews led to the identification of 15 drivers in the formation of strategic renewal. The drivers identified by the interpretive structural method led to the formation of six levels, of which the capabilities of the organization and the power of adaptability were the most effective. Besides, the competencies of the employees and the correct analysis of the market were the most affected ones.

Originality:

 Modeling the drivers of strategic renewal can narrow the theoretical gap in the research in this area. Moreover, the contribution of the current research for the managers and key decision makers of public companies affiliated to IDRO is that it helps them to identify the drivers of strategic renewal and to provide the basis for the renewal and transformation of their companies by investing in the most effective factors.

One of the most important goals of any economic system in a developing country is to achieve economic stability, growth and development. Considering that the internationalization of knowledge enterprises is the main driver of development and confrontation with economic sanctions, the present study aims to provide a model for more successful internationalization of knowledge enterprises using the variable dimensions of entrepreneurial orientation and to investigate the mediating effect of strategic renewal and the moderating role of human capital development and dynamic capabilities. The statistical population of the study was senior managers and employees of knowledge enterprise located in the Science and Technology Park of Tehran University and Tarbiat Modares, who had exports or international economic activities and from 260 of them 155 people were selected using the available sampling method. The data collection tool was a questionnaire whose reliability has been confirmed with Cronbach's alpha of 0.783. The results show that the dimensions of entrepreneurial orientation have a positive and significant effect on strategic renewal in knowledge enterprises. Strategic renewal, with a coefficient of 0.788, directly leads to more successful internationalization of knowledge enterprises and the mediating role of strategic renewal in the relationship between entrepreneurial orientation and internationalization has been confirmed. The moderating effect of human capital development variable on the relationship between entrepreneurial orientation and strategic renewal and the moderating effect of the dynamic capabilities variable on the relationship between strategic renewal and internationalization have been confirmed with coefficients of 0.286 and 0.374, respectively.

Dealing with internal and external changes and complexities, requires the ability of organizations to create and reconfigure their capabilities. In this regard, strategic renewal, which seeks to coordinate and adapt internal and external capabilities, requires managers with new professional identities who are compatible with the new direction of the organization. The present study aimed to design a strategic renewal model based on the professional identity of managers of development organizations in Iran.

This is qualitative research and is based on data theory. The required data were collected by conducting semi-structured interviews and analyzing the data by the Strauss-Corbin method. The sampling was done theoretically, using purposive and snowball techniques, based on which 22 interviews were conducted with former and current professors and managers of state-owned companies of IDRO.

The results obtained from interview analyses, during the open, axial, and selective coding process, led to the presentation of a strategic modernization model based on the data processing theory of the foundation, including 6 categories and 40 concepts.

Based on the strategic renewal model, middle and senior managers achieve an acceptable level of strategic renewal by understanding and identifying the causal factors affecting strategic modernization in state-owned companies and improving the underlying conditions. They can use strategies such as "strengthening the capabilities of the organization", "changing their mental models", "strategic agility", "developing macro-strategic policies", "designing flexible organizational structures", "empowering human resources", "conducting customer analysis", "developing professional competencies", "changing corporate governance orientation", and "developing strategic communications" in order to achieve an acceptable level of strategic renewal, taking into account the conditions of the interventionist.

Today, the emergence of the concept of digital transformation means making fundamental changes in the approaches to production and offering products and services, which has affected the survival and sustainability of businesses; On the other hand, due to the important role of companies as being responsible to the society, corporate sustainability has been much appreciated by researchers. This research aims to study the relationship between digital transformation and the sustainability of information technology companies by explaining the role of strategic renewal and value creation. This research is applied in terms of purpose and descriptive correlation in terms of nature. The statistical population of the research is knowledge-based manufacturing companies of type two in the field of information technology, and the statistical sample includes 247 companies selected by available sampling. The data collection tool is a questionnaire whose reliability has been confirmed with Cronbach's alpha of 0.766. Furthermore, to analyze the data, a quantitative method, structural equation modeling in the form of Smart PLS software have been used. The results indicate the impact of digital transformation at the 95% confidence level on the sustainability of companies in the information technology field, and the mediating role of strategic renewal and value creation was also confirmed at the 95% confidence level in the relationship between digital transformation and corporate sustainability. Strategic renewal also has a positive and significant impact on value creation.

One of the desirable mechanisms for corporate entrepreneurship to respond promptly and following changes in the business environment is to implement entrepreneurial strategic renewal. Strategic renewal in entrepreneurship is based on opportunities to improve and transform. This study aims to review the literature and identify the nature of strategic renewal in entrepreneurship to provide a more accurate range of strategic renewal. The present research is based on the purpose of developmental-applied and on collecting qualitative information using a synthesis research approach. The research population included all articles and studies conducted in strategic renewal and entrepreneurship that were searched invalid domestic and foreign scientific databases in 2021-2000. Of 139 related articles, 42 articles were selected as the research sample. The validity of the studies was confirmed using the CASP tool, and the codes were validated based on the reliability of the coders. According to research findings, creative and innovative social capital (entrepreneurial leadership, organizational learning, flexible corporate culture, and creating shared value), entering new markets (degree of business competitiveness and identifying environmental opportunities), actionability and risk-taking (risk-taking and ambiguity tolerance), and continuous flexibility (organizational innovation, entrepreneurial orientation, flexible organizational structure, and organizational agility) constitute the executive nature of strategic renewal in the field of entrepreneurship.

The main purpose of this study is to conceptualize and design the organizational turning model in organizations affiliated to the Ministry of Oil with a data-based approach. This research is in the first stage among qualitative researches with exploratory approach and in the second stage is descriptive-quantitative-survey. In the qualitative stage, the sampling method was purposeful and snowballing, based on which 15 members of the faculty of universities and experts of organizations affiliated with the Ministry of Oil were selected. Also, in a small phase, a questionnaire was distributed among 117 employees of the Ministry of Oil. In the qualitative stage, 115 open codes were identified which were designed in the form of 38 main concepts during the open, axial and selective coding process. Finally, in a quantitative step, the model obtained from SmartPlus software was interpreted. The proposed organizational turning model empowers the organization and its individuals to take on new responsibilities for their own better future.

Confronting issues of structural complexity having multiple stakeholders with different perspectives, and the systematic nature of changes in these issues, has led to the use of systemic approaches to improve the understanding of the nature of the problem and to solve it. This study aimed to identify strategic renewal in insurance industry by using soft system methodology. The systematic nature of the changes and its complexity and the existence of multiple stakeholders has added to the importance of using systematic methodologies in the insurance industry. Therefore, the rich picture of the research problem, the CATWOE analysis and the root definitions with the agreement and participation of owners through meetings and interviews with experts in this field was reckoned. As a result the conceptual model of strategic renewal was presented.

According to the dynamism and complexity of today's business environment, the importance of applying entrepreneurial thinking and actions and creating entrepreneurial organizations is evident. Nowadays, organizations have particular considerations to corporate entrepreneurship due to its role in gaining sustainable competitive advantage through innovation, risk taking and strategic renewal of organizations. With regard to the fact that providing conditions for implementation of extra dimensions has attracted the attention of many researchers, the purpose of this study was with a comprehensive approach to identify and prioritize the factors affecting corporate entrepreneurship in food industries. CE can identify and develop value creation opportunities in the food industry. The first statistical population of this research consisted of 714 participants including executives, professionals and entrepreneurial organizationexperts in the food industries of Behrouz, Zamzam, Pak, Golestan, Mohsen, which have been selected as sample in random, according to Cochran Formula 250. The second statistical population was selected within 16 experts and professors of entrepreneurship management in universities to prioritize the factors. The research is applicable in aim, and descriptive-correlative in conduction. The Structural Equation Modeling and Fuzzy Hierarchy Analyze process techniques were used to analyze information. The results show that the four organizational, individual, strategic and environmental factors have positive effects on corporate entrepreneurship in entrepreneurial companies in the food industry and the fact that organizational factors are more important in this regard.

Although the strategic renewal concept has accepted as the one of dimension of corporate entrepreneurship, this concept hasn’t been conceptualized and also contextualized according to corporate entrepreneurship context. So the current study aims to identify the time, spatial, practice and change dimension, also constructs and variables of the concept of strategic renewal according to corporate entrepreneurship context and develop the concept of entrepreneurial strategic renewal. In this regard a qualitative case study by deep and semi-structural interview whit 9 actors in the leading organization in Iran ceramic and tile industry was conducted. Collected data analyzed according to Open, Axial and Selective Coding and the result shows that the concept of entrepreneurial strategic renewal in Iran ceramic and tile industry consist of six construct including: opportunity recognition/discovery and creation, dynamic in capabilities renewal, organizational objectives and functions renewal, pro-activeness in opportunity exploitation and promoting innovation, continuous market observation and the acceptance of uncertainty as a permanent phenomenon.

This research studies the process of strategic renewal and completes an extant process model. It has taken a pace forward to develop a process model through assessing extant process models and reviewing change management literature besides investigating some cases of successful renewals. For this purpose، a successful Iranian organization has been selected to be examined deeply through an embedded single case study. Our findings suggest that to be successful in the process of strategic renewal implementation in business domain، parallel renewals in structure، processes، and knowledge should occur consequently. In other words، successful implementation of strategic renewal in business systems requires some renewals in organizational systems. Having a process similar in steps with the target’s one، these renewals may be triggered either from the interpretation part of the target renewal for planned renewals or from the integration part for the unplanned ones. Among key elements of an organization، structure works as a leverage to facilitate implementation of renewals in different characteristics during the time.

In the present study organizational learning is explored from the organizational learning perspective. First by reviewing the available literature on strategic modernization and organizational learning, a deeper understanding about the relation between the two concepts was achieved. 4i model was identified as the research basis due to its universality. The case study subject was Tehran Municipality's Information Technology because of the frequent and fundamental transformations it has gone through in the recent years. Based on the previous research methods used for examining 4i model, a qualitative method was developed and 4i model and the relation between strategic modernization and organizational learning were tested in an Iranian organization. At the end some notes on organizational learning processes and their role in strategic modernization are mentioned.