جستجوی مقالات مرتبط با کلیدواژه « elements » در نشریات گروه « مدیریت »

Recently there have been a focus on the development of faculty members with the aim of meeting the challenging needs of society, university, faculty members and students. In this regard, technology includes the potential to create new opportunities in this field. The current research was conducted with the purpose of identifying the elements and designing a model for the development programs for faculty members based on FAVA. The research method was applied and with the approach of qualitative data collection and analysis, which was done with the comparative, inductive, and qualitative content analysis method. The method involved semi-structured interviews with 20 experts in the field of education and technology with a snowball method until theoretical saturation was reached. According to the findings 6 main concepts and 42 subcategories were extracted. The research results emphasize the design of the 6 elements of goal, content, time, space, interactions and evaluation, considering the capacities and challenges of adding FAVA to these elements. Finally, a pattern of programs was presented based on FAVA for developing the capacities of faculty members. In addition, some recommendations were offered based on the findings of the study such as designing an integrated system including various educational and research systems based on individual and organizational needs; active, experimental, personalization, informal and transferable approaches in a safe environment in accordance with the rules; considering simulation of face-to-face situations in a flexible and optimal time with active interaction of the audience, instructor and content with a clear and selective approach along with a growing and valid assessment.

Although strategic thinking is not an unknown concept in the field of strategic management, the results of the review of related studies show that there is no explicit consensus on how to explain the nature of strategic thinking. Secondly, a series of research explaining the results of strategic thinking and factors influencing its development did not have a comprehensive, multifaceted look. Hence, in this paper, we tried to use multi grounded theory (MGT) to configure a comprehensive model for explaining the antecedents, elements, and consequences of strategic thinking. Analysis of the data from the systematic review of related studies over the last 40 years and interviews with 27 experts selected through a combination of purposive and snowball sampling methods, led to the development of a model that included strategic thinking in the form of six attributes consisting of "vision-driven foresight", "stakeholders focus", "creative evolutionism", "systematic solution seeking", "patterning" and "intelligently decision making"; categories strategic thinking drivers in three groups: Organizational, individual and environmental factors; and conceptualizes the consequences of strategic thinking in three groups: "Development of Organizational Capacities", "Achieving Financial Results" and "Improving Organizational Position in the Environment". To validate the results and evaluate the model from the perspective of "understandability", "comprehensiveness", "applicability" and "innovation", surveys of experts were conducted over two sequential stages. The result of surveys verified the validity of the acquired results and appropriateness of the final model according to the four mentioned criteria.

Since the introduction of the concept of "strategy" in the management literature, various schools, frameworks, and theories have been developed. De Wit and Meyer (2005; 50) categorize the topics of strategic management into three areas: "strategic thinking", "strategy formulation" and "strategic change”. This research focuses on strategic thinking as a necessary means for the formation and implementation of the strategy. Despite its significant role in achieving organizational results, strategic thinking has not been considered scientifically until the 1980s. Therefore, based on reviewing the background and ascertaining the following issues, a more comprehensive study in this field is necessary:One of the problems in the strategic thinking field is the lack of a comprehensive definition of it and due to the lack of consensus on the characteristics of strategic thinking, standard scales for measuring the dimensions of strategic thinking as research structures have not been developed.Certainly, "creating the capacity for strategic thinking and achieving the expected results" is influenced by several factors that in previous studies have not been a macro and integrated view in this regard.A group of studies that have explained the consequences of strategic thinking is, first, limited in number; Secondly, they did not have a comprehensive view of the issue.As mentioned above, the main purpose of the current study is to develop an integrated model of drivers, elements, and consequences of strategic thinking and to explain the specific relationships between the components of the model. Case study This research has not been done in a specific organization and due to the nature of the research, which has been a kind of model design; the target population in a systematic review is related articles published in prestigious domestic and foreign journals that met inclusion criteria and in other stages are experts who met the set criteria. Most academic experts were selected from among the professors of Tehran universities and executive experts from among the senior managers of large organizations and participated in the research process.

To address the research questions, in the first step, the elements of the model and the relationships between them are identified by using the multi grounded theory (MGT) strategy; then, a survey was utilized for validating the results and evaluate the final research model.

In the present study, strategic thinking is conceptualized in the form of six attributes consisting of "vision-driven foresight", "stakeholders focus", "creative evolutionism", "systematic solution seeking", "patterning", and "intelligently decision making”. These categories provide a more comprehensive picture for understanding the nature of strategic thinking. Moreover, the identified factors affecting strategic thinking were classified into three groups: individual, organizational and environmental, and specific relationships between them conceptualized, among which the impact of culture, structure, planning, and leadership style. In general, the study showed that having an acceptable level of strategic thinking, in addition to influencing the sustainability of financial results and providing more confidence for shareholders, by focusing on capacity development; also improves the strategic position of the organization, and these three outcomes dynamically evoke a sustainable and growing future for the organization.Introduction Since the introduction of the concept of "strategy" in the management literature, various schools, frameworks, and theories have been developed. De Wit and Meyer (2005; 50) categorize the topics of strategic management into three areas: "strategic thinking", "strategy formulation" and "strategic change”. This research focuses on strategic thinking as a necessary means for the formation and implementation of the strategy. Despite its significant role in achieving organizational results, strategic thinking has not been considered scientifically until the 1980s. Therefore, based on reviewing the background and ascertaining the following issues, a more comprehensive study in this field is necessary: One of the problems in the strategic thinking field is the lack of a comprehensive definition of it and due to the lack of consensus on the characteristics of strategic thinking, standard scales for measuring the dimensions of strategic thinking as research structures have not been developed. Certainly, "creating the capacity for strategic thinking and achieving the expected results" is influenced by several factors that in previous studies have not been a macro and integrated view in this regard. A group of studies that have explained the consequences of strategic thinking is, first, limited in number; Secondly, they did not have a comprehensive view of the issue. As mentioned above, the main purpose of the current study is to develop an integrated model of drivers, elements, and consequences of strategic thinking and to explain the specific relationships between the components of the model. Case study This research has not been done in a specific organization and due to the nature of the research, which has been a kind of model design; the target population in a systematic review is related articles published in prestigious domestic and foreign journals that met inclusion criteria and in other stages are experts who met the set criteria. Most academic experts were selected from among the professors of Tehran universities and executive experts from among the senior managers of large organizations and participated in the research process. Materials and Methods To address the research questions, in the first step, the elements of the model and the relationships between them are identified by using the multi grounded theory (MGT) strategy; then, a survey was utilized for validating the results and evaluate the final research model. Discussion and Conclusion In the present study, strategic thinking is conceptualized in the form of six attributes consisting of "vision-driven foresight", "stakeholders focus", "creative evolutionism", "systematic solution seeking", "patterning", and "intelligently decision making”. These categories provide a more comprehensive picture for understanding the nature of strategic thinking. Moreover, the identified factors affecting strategic thinking were classified into three groups: individual, organizational and environmental, and specific relationships between them conceptualized, among which the impact of culture, structure, planning, and leadership style. In general, the study showed that having an acceptable level of strategic thinking, in addition to influencing the sustainability of financial results and providing more confidence for shareholders, by focusing on capacity development; also improves the strategic position of the organization, and these three outcomes dynamically evoke a sustainable and growing future for the organization.

Entrepreneur is someone who accepts financial risks to enter into business to develop and expand new products through creativity and innovation and to overcome rivals. Women entrepreneurial has a prominent role in the economy, economists, know entrepreneurs as economic growth and development in the community .Given the current situation, and large bureaucratic state, the government is facing with youth and women unemployment and to solve this problem is to identify the factors influencing women entrepreneurship and barriers to provide entrepreneurship development by cultural diversity and finding new sources of women's entrepreneurship. For this purpose, qualitative research and theoretical study, library, interviews in field offices method are used. Of the population among entrepreneurs 130 people in Tehran 4 people, 77 people Semnan, 4 people, were opened interviewed randomly targeted and unstructured and elements and obstacles have been extracted among interviews, results indicate that environmental barriers have greater effect on women's entrepreneurship that needs government's support for entrepreneurship development.

Productivity of human forces is a major concern for managers of any organization. In higher education, as well as the economic, social and cultural factors that influence a variety of wholesale and retail productivity. The purpose of this study is to analyze the identified components of the productivity of faculty members of Khwarizmi university professors . Research design was a descriptive-survey in the kind of correlation. For data analysis, the descriptive statistics (frequency, percentage, etc.), methods of inferential statistics, exploratory factor analysis, test t, repeated measures ANOVA test was used. Our results indicate that despite all the variables is crucial to improve the productivity of faculty members, Component of teacher education from the perspective of the average (3.89) than other attributes are considered important. Accordingly, the most important component to improve the productivity of faculty members teaching the importance of expanding and strengthening thoughts and new ideas among teachers in these Components. On the other hand, the most important component to improve the productivity of faculty research, the importance index, were targeted and efficient distribution of funds among research professors and The most important component of social services to improve the productivity of faculty members, the importance of strengthening the infrastructure and resources in the field of new technologies. Among various components "of education, research and social services" and view answers Guyana terms of sex, experience, and academic rank of faculty members have significant impact on productivity component. Developing ideas and new innovations among professors in the field of education and research will benefit the productivity of faculty members the research has raised implications and suggestions for managers, decision-makers, and researchers.