جستجوی مقالات مرتبط با کلیدواژه « process model » در نشریات گروه « مدیریت »

Organizational transformation is one of the common topics of recent decades in the field of management and innovation، therefore various thinkers، specialists or executives have tried to provide a methodology and model for this category according to their experiences or studies. Naturally، each of these writings، according to their problem and context، have looked at the issue of organizational transformation from a specific angle and presented their own picture of similar realities، and that similar reality is the change of all or part of the organization or industry from one state to another. The situation is different. It means that the existing situation in a managed process has changed to a new situation. Now، if it is asked to use one of these written experiences and previously registered models for a new organizational transformation experience، the question arises as to which model is more appropriate? In this article، an attempt has been made by reviewing the literature in the field of transformation management، the components of each model have been extracted and a comprehensive framework that includes all models has been drawn using the adaptation of conceptual and process elements of all models. Therefore، the aim of the research is to achieve a comprehensive architecture that organizations that have planned transformation can create a path of transformation according to their conditions and capabilities by combining the concepts، tools and processes that are suitable for them. The type of research is developmental with the aim of developing knowledge and descriptive. The research strategy is to conduct a survey to identify and confirm the components and method of data collection، library study and combined review of data. The world-class analysis unit is unlimited in all areas of business and in terms of time. The qualitative data analysis of the research was done through content analysis. ADO-TCM method has been used to structure the process of systematic review of findings. Finally، in this research، eighty-six transformation models with 320 conceptual elements and processes of organizational transformation have been identified، integrated and framed.

The recent economic developments have led to fundamental changes in the business landscape, especially in terms of the level of competition for emerging enterprises, pushing them towards instability and failure. In response to this unstable environment, entrepreneurial businesses have evolved based on knowledge-centric ideas, seeking to address market gaps through the discovery of a replicable and scalable business model. Due to the knowledge-centric nature of these businesses, they consciously or unconsciously implement aspects of knowledge management processes, necessitating the identification and organization of their knowledge capital as a crucial first step. In this context, this study aims to explore a model for knowledge differentiation in Iranian entrepreneurial companies. The study adopts a developmental objective, an exploratory approach, interpretivism philosophy, and utilizes qualitative content analysis as its analytical strategy. The study population consists of experts in the field of knowledge management and active individuals in Iranian entrepreneurial companies. These individuals, familiar with the working conditions of these companies, expressed their opinions on the research topic through semi-structured interviews. The interview process began and continued until theoretical saturation was achieved. Participants were purposefully selected using the targeted sampling method, and after conducting 10 interviews, data saturation was reached. Following the interviews, the results were implemented, and descriptive content analysis using the maxqda software was employed. After content analysis, 41 different dimensions were extracted. Upon theoretical examination, appropriate names for the extracted dimensions were selected. The researcher, relying on prior knowledge and modeling processes from similar models, categorized the dimensions into 9 main processes of knowledge differentiation. By creating a logical sequence, the researcher innovatively devised a knowledge differentiation process model for Iranian entrepreneurial companies.

The main purpose of this research was to design a process of commercialization of technological products in the marine industry of the country, with the values obtained from structural and interpretative modeling analysis, the type of relationships was determined and the networks of interactions and its dimensions were drawn.

This research is a correlational descriptive method, and it is developmental-applicative in terms of the purpose of collecting data through field research. In this research, with the help of the ISM method, the relationships and the influence of each step of the process model of technological products commercialization on each other are examined. The statistical population of this research is the university professors and experts and technicians of the marine industry; the method of determining the sample size of the experts was judgmental. The total sample size of experts is 31. In this study, Matlab software was used to analyze the data. The content validity of the questionnaire was confirmed by Cronbach's alpha using experts' opinions.

The results obtained from this ranking include seven stages and were placed in 2 levels, the first level includes (design and selection of commercialization path (model or commercialization strategy)) and (market preparation and market measures and production commercialization), (marketing, sales, receiving customer feedback) and the second level includes idea presentation (idea generation), evaluation (initial screening) and idea selection, research and development (growth and conceptualization), prototype design and construction, testing and validation and it is legal protection.

This study with the aim of designing a crowdfunding process model in knowledge-based companies was done. The research method was qualitative from theme analysis. The key experts studied were managers and employees of knowledge-based companies in three provinces of Hamadan, Kurdistan and Kermanshah, along with managers with expertise from public and private institutions. The criteria for selecting experts was having at least 5 years of work experience or research experience in relation to the research topic and the criteria of agreement, key role and participation. Experts were selected using judgmental and snowball sampling methods and data collection continued until theoretical saturation was achieved (40 people). Data collection tools were semi-structured interviews.Clark and Braun six-step method was used for data analyzing. In summary, the results showed that the crowdfunding process model in knowledge-based companies consists of 623 codes, 66 basic themes, 21 sub-organizing themes and 5 main organizing themes. Accordingly, the environmental and internal drivers of the knowledge-based company, along with appropriate strategic actions, expected consequences at the macro level and expected consequences at the enterprise level, form the elements of the research process model.In a way, the drivers of the phenomenon of "crowdfunding" are formed, and consequently, strategic actions shape the consequences.

Presenting the corporate entrepreneurship process model in businesses active in the Iranian cellulose industryAbstract:Translation types Text translation Source text 1112 / 5000 Translation results The present study aims to provide a corporate entrepreneurship process model in businesses active in the Iranian cellulose industry in terms of explanatory purpose in terms of practical results and a mixed approach. Data were collected through a library study of available resources and semi-structured interviews with 20 Iranian cellulose industry experts who were purposefully selected and using the data theory method and three-step coding (re-axis -Optional) 259 open codes, 24 central codes and 5 selected codes were counted. The results showed that the central phenomenon (corporate entrepreneurship process) includes 9 steps of strategy, idea generation, market analysis, idea analysis, idea selection, idea modification, concept and construction, marketing and commercialization, and its causal preconditions, including Business competencies are human resource prerequisites, managerial competencies, market information drivers. Contextual factors including political-legal context, social context, and intervening factors including economic contexts and technical contexts were considered to be effective on strategies (human resource strategies, marketing strategies, knowledge strategies, network strategies), and the consequences of these strategies.

Today, with the ever-increasing share of services in the economies of the countries, Innovation in services and New Service Development (NSD) have become crucial for service providers. Investigating the reasons of new service development failures in various service sectors, is one of the important topics in this area in the world, especially in Iran. This qualitative research investigates the reasons of New Service Development failures in Iranian mobile operators from the perspective of development process with a multiple case study approach. In this study, among the unsuccessful experiences of new service development in Iranian mobile operators, five cases were selected, investigated and then analyzed through purposive sampling. The findings of the study indicate that, failure to take into account the cultural and social considerations, failure to remember some important steps, failure to perform legal evaluations, failure to observe emerging technologies and services, failure to categorize the steps, failure to consider sufficient and appropriate number of decision making gateways and also, failure to use the parallel patterns in development process are the most significant reasons of service development failure in the case studies. At the end of the article, some preventive recommendations have been made.

Today, with the ever-increasing share of services in the economies of the countries, New Service Development (NSD) has become crucial for service providers. Despite this importance, there are not enough studies on the patterns of new service development in some service industries (such as mobile operators) in Iran. The purpose of this study is to investigate the patterns of new service development in Iranian mobile operators. In the first stage of this research, new service development patterns were studied in the literature and the conceptual model of new service development was extracted. Since the NSD process varies in each sector and country under the specific circumstances of that sector and country; at a later stage, a multiple case study has been conducted and the initial model of new service development was extracted from them. In the final stage, proposed model of new service development in Iranian mobile operators has been presented.

Reviews have revealed that commercialization of science and technology in humanities has not had proper growth despite close relationship between economic development and development of financial sector. Therefore; lack of literature on commercialization in services point this study toward identifying commercialization processes of financial services. Research methodology in this study was qualitative and by using Triangulation. To identify basic concepts and commercialization phases, library research and semi-structured interviews with academic experts and industry specialists were used. Moreover, semi-structured questionnaires with an open-ended item were employed to sort the phases and extract the commercialization model. To analyze data at the first and the second phases; a combination of structural analysis and interpretation as well as the Interpretive Structural Modeling (ISM) were applied, respectively. Findings at the first phase included twelve steps: business strategies formulation, service ideas generation, screening, business analysis, project authorization, multi-tasking team formation, design of services and processes, design of service delivery system, sales and customer network training and empowering, pilot launch, full-scale launch, and service performance evaluation and improvement. The second phase also contained the prescription of the commercialization process model of innovative financial services in financial markets.

The purpose of this article is to develop a process model (Including input, throughput and output)to manage the strategic resources of corporate. In this article with a competitive and strategic approach to corporate resources management, a new classification of resources was developed. So that, in addition to the classification of resources into the internal / external, tangible / intangible and financial / human / physical / organizational; they categories from competitive perspective in three groups: resource owned by organization, resource owned only by rivals, and free resource (owned neither by competitors nor by organization). Then by assumption of “the necessity of establishing a link between resources and key success factors”, it explained that "strategic" is not permanent attribute for some resources and strategic levels of resource will be different in accordance to key success factors. Accordingly, with revising the general steps of resource management, new five steps model of resource management and its affecting factors was described. The finding of this theory-building inquiry, which conducted based on Lynham theory-building methodology, is a scientific and applied model that can be served both as a conceptual model to conduct research and an applied model to investigate and improve corporates’ resource management system.

Due to the intensity of competition, rapid obsolescence of technologies and rapidly changing customer needs in recent years, new product development (NPD) in manufacturing industries has become a very important success factor. Hence, identifying factors that influence the success of NPD has been a central point for many researchers, each of whom has narrowly looked only at one certain aspect in it and ignoring the interconnection among different factors pertaining to it. Accordingly, the purpose of this study is to design a comprehensive process model of factors affecting NPD. To reach this end, different factors were identified after exploring previous researches using meta-synthesis and finally, a process model was designed based on interpretive structural modeling (ISM). The findings of meta-synthesis show that 29 factors affect NPD. Also, the process model suggests that these different factors fall into 12 levels, among which environmental, cultural and managerial actors are the fundamental ones and of great importance.

Strands of the area of knowledge management, i.e. knowledge transfer. A thorough review of literature revealed that the knowledge transfer mechanism is somewhat analogous to the theories of translation and communication. The process model developed in this paper, therefore, builds on and integrates the aforementioned two theories. Knowledge transfer, per se, is not a mere transfer of knowledge. It involves different stages of knowledge transformation. Besides, depending on the context of knowledge transfer, it can also be influenced by many other factors; some positive and some negative. The developed model of knowledge transfer attempts to encapsulate many of these issues in order to create a holistic model.

The existing literature on product development process is largely derived from studies on physical products. However, software products have some special features that make them interesting to study. The objective of this paper is to identify stages of software product development and to analyze the interactions among these stages using interpretive structural modeling technique. Eight main stages including analyze market opportunities, idea processing, concept generation, design development, prototype engineering, production verification, mass production and corrective versions development have been identified. These stages have been classified, based on their driving power and dependence power. The proposed process model developed will help to understand interdependence of software development stages and will offer a roadmap that may increase the chance for overall success of the new software development.

By a quick look at the performance of public research organizations of Iran it can be realized that despite extensive capabilities in technology development، many of these organizations fail in the process of technology commercialization. Thus، the main objective of this study is to present a model for explaining technology commercialization in public research institutes and providing recommendations and considerations for managers and policy makers who are involved in the development of science andtechnology system of Iran. In this research، a model is proposed for technology commercialization in public research organizations by conducting 24case studies in 6 public research institutes in Iran. The results of the study showed that the model contains 4 elements namely: Stages and activities which fulfilled during commercialization process and Internal and External Organizational Stakeholders and Factors which affected this process. The process of technology commercialization in public research organizations has 5 main phases with 15 ancillary steps. These steps are accomplished within the main phases and proceed sequentially. During the fulfillment of each step، 8 activities may be performed. In the model، technology development and documentation، negotiating and lobbying with stakeholders، marketing and marketing research، and coordination and decision making are the most important activities in comparison with the other 4 activities.

Process models in management studies are quite applicable and prevalent. They often tend to be developed on the basis of qualitative and subjective approaches. The purpose of this article is to show how to develop a prescriptive process model using a quantitative method. The process model discussed in this article is on robust strategy; one which is viable regardless of what scenario happens in the environment and can thrive in a variegated environment.Although there are different techniques for robust strategy, none of them are complete and comprehensive, so the main problem can be formulated as developing a stepwise comprehensive and applied process model for designing a robust strategy, which can in its turn be used for developing strategies that are viable and reasonable in different situation.To design the process model, first, various applicable techniques were identified: Robust Decision Making (RDM), Stakeholders Analysis (SA) and Stakeholders Based Strategic Planning, Assumption Based Planning (ABP), Failure Mode and Effect Analysis (FMEA), Fault Tree Analysis (FTA), Potential Problem Analysis (PPA), Solution Effect Analysis (SEA), Uncertainty Sensitive Planning (USP), Scenario Based Planning (SBP). Second, these techniques were combined by interpretive structural modeling. The result of research (initial process model) was fed into action research as an input. The model was applied in an organization. Action, observation and reflection phases were done. Then a consensus group was used to test the utility of resultant process model. This article tried to design and propose a mix method to design a process model that makes modeling process, repeatable, clear, transparent, testable and structured. The result of research is prescriptive process model of robust strategy that is supported by observation and individual and collective reflection phases of action research.

Being multifaceted process, implementing customer relationship management (CRM) project has a high risk and uncertainty that must be reduced using planning to get the desirable benefits. As a matter of fact, one of failure factors is having no method and framework to assess CRM success. CRM needs a comprehensive and process-oriented framework to assess tangible and intangible factors. In this paper, using a qualitative approach and cognitive map method, a comprehensive process-oriented CRM assessment model will be provided that considers tangible and intangible factors of customer relationship in private-commercial banks in Iran. Findings indicate customer relationship process affected by environmental factors including causal, context and intervening conditions and through strategies and actions led to some outcomes. To implement successfully, it needs a comprehensive approach and considering all affecting aspects. Finally, based on analysis of developed model, some suggestions will be offered for banking managers and future researchers.

According to several reports, in spite of huge investment on customer relationship management (CRM), risk of implementing such projects is high. One of failure factors is having no method to assess CRM success comprehensively. Nowadays, classic financial methods are common ways for assessing marketing and CRM initiatives. But, the mentioned models are unsuitable to assess investments like CRM that we expect to have intangible, indirect and strategic benefits. So, we need a process-oriented approach to assess all tangible and intangible factors of CRM process and complete existing models. In this paper, using a qualitative approach and grounded theory, a comprehensive and process-oriented CRM assessment model will be provided that considers all factors of customer relationship management in private-commercial banks of Iran. Finally, based on analysis of developed model, some suggestions will be offered for banking managers and future researchers.