جستجوی مقالات مرتبط با کلیدواژه « استراتژی کسب وکار » در نشریات گروه « مدیریت »

The aim of the current research was identifying the effective dimensions and components on research and development strategies in domestic automobile companies. This study in terms of purpose was applied and in terms of implementation method was qualitative. The research population was the managers and experts of domestic automobile companies, which according to the principle of theoretical saturation number of 20 people of them were selected as a sample with using purposive and snowball sampling methods. The research tool was a semi-structured interview, which its validity was confirmed by the triangulation method and its reliability was calculated by the agreement coefficient method between two coders 0.83. Data were analyzed by thematic analysis method in MAXQDA software. The findings showed that the effective dimensions and components on research and development strategies in domestic automotive companies had 33 sub themes in 7 main themes including business strategy, support policies, investment attraction, knowledge capital, cultural development, research and development implementation network and research and development management. . Finally, the pattern of effective main themes on research and development strategies in domestic automobile companies was drawn. The results of this study have many practical implications for the managers and officials of domestic automobile companies, and they based on the results of the identified main and sub themes in the present study can take an effective step in the direction of research and development.

This study aims to provide a model for aligning IT and business strategy in order to improve performance in the banking system.This research is based on empirical philosophy and has been done by deductive-inductive method. The present study is a fundamental research in terms of purpose and in terms of data collection method, is among the survey research. Quantitative and qualitative methods have been used in this research, so it is a mixed research. The statistical population of this article includes experienced professors and experts in the management of Bank Mellat. The snowball method was used for sampling. Finally, 11 qualified experts participated in this study. In this research, the meta-combined method has been used to identify the underlying categories of performance management. Also, using interpretive-structural modeling, an alignment model of IT and business strategy to improve banking performance has been presented.

Introduction:

Strategic alignment is at the heart of strategic management literature, because maintaining such balance with the organization's priorities increases the organization's ability to respond to environmental pressures. Many studies have been conducted on how to create alignment between organizational strategies and information technology, but no scientific research has been conducted specifically in relation to Iran's banking system.

Case Study:

In recent years, performance management has been considered as a key activity and an essential factor in the success of the banking system.The present research is aimed at identifying and recognizing the effective factors in aligning the information technology and business strategies in order to improve performance in the Iranian banking system and specifically in Bank Mellat.

Materials and Methods:

A mixed method approach (which involves the mixing of both quantitative and qualitative research methods) is used in the present study. In the qualitative part of the study, the data was gathered through a meta-synthesis technique. After determining the categories using the meta-synthesis technique, a questionnaire was developed based on Interpretative Structural Modeling (ISM). The statistical population includes experts and experienced managers of Bank Mellat. 11 participants were chosen through applying the snowball sampling method.

Discussion and Results:

The categories and subcategories of the research were identified through coding the texts of the selected internal and external studies and articles and removing the synonymous and frequent items. As a result, the pattern of information technology and business strategies alignment in Iran's banking system was extracted, and then the structures of the desired pattern were tested in relation with the case study (Bank Mellat).The results indicate that the structures constituting the pattern of information technology and business strategies alignment used to improve the performance of the banking system of Iran are as follows:Business strategies, banking processes, information technology strategies, information technology infrastructures, quality of banking services, banking performance.

Conclusion:

In this research, a pattern of information technology and business strategies alignment in line with the performance of Iran's banking system was extracted. The results indicated that information technology and banking business increase the quality of banking services through strategic alignment. Increasing the quality of banking services also leads to the improvement of banking performance.

As a sensitive issue, companies’ social responsibility has grabbed much attention in recent years. Since social capital is a means to achieve individual, collective, and social goals and benefits, the purpose of this study was examining the effect of business strategy on the relationship between companies’ social responsibility and value in order to increase social capital. To this end, a sample of 160 companied enlisted on Tehran Stock Exchange in the 2010-2019 period was used to test the study hypotheses. The findings of the study revealed the business strategy variable as the moderating variable affecting the relationship between a company’s social capital and value. Future studies are suggested to examine the relationship between a company’s social responsibility and value through other variables.

The existence of different groups of stakeholders and the commitment of companies to their interests has highlighted the role of corporate social responsibility in today's world. Corporate social responsibility is the company's commitment to maximize long-term economic, social and environmental well-being through its performance, policies and resources. It is a valuable and irreplaceable resource that has changed the paradigm of organizational performance. Research has shown that companies' performance is influenced by corporate social responsibility. Due to the effect of different factors on the relationship between corporate social responsibility and company performance, in various studies have aimed at the moderating role of different variables in this relationship. One of the effective variables is business strategy because it represents a unique and fundamental element of a company's identity. Thus, business strategy can potentially affect the relationship between corporate social responsibility and corporate performance. In terms of purpose, the present study is an applied type. From the point of view of data collection, it is descriptive, and, in terms of nature, it is based on the post-event approach. It is also quantitative because accounting and capital market information is used for calculating the variables. The data related to 104 companies listed in Tehran Stock Exchange during 2011-2018 have been analyzed. Five years of information is required to calculate some variables; therefore, the data required by the sample companies should be available for a period of 12 years (2007-2018). To test the research hypotheses, the multivariate linear regression model and the panel data method were used as well. A combined index based on accounting variables and the average decimal ranking method are used to determine the value of the economic, ethical and legal dimensions of corporate social responsibility. To measure the economic performance of companies, the indicators of economic value added and market value added have been used. The theoretical business strategy framework of Miles and Snow (1978, 2003) has also been used. It classifies business strategies into prospectors, analyzers and defenders based on a composite measure to proxy for a firm’s business strategy. This composite measure strategy involves six firm attributes including ratio of R&D expenses to sales, ratio of employees to sales, one-year percentage change in total sales, ratio of SG&A expenses to sales, standard deviation of the total number of employees, and net property, plant and equipment scaled by total assets. The effect of strategy has been investigated in from the viewpoints of strategy and strategy type.  Results and The first to sixth hypotheses investigate the effects of economic, ethical and legal dimensions of corporate social responsibility on economic performance (i.e., economic value added and market value added).  The positive coefficient of variables indicates that increasing the economic, ethical and legal dimensions of corporate social responsibility increases the companies’ economic performance and the hypotheses are confirmed. The seventh to twelfth hypotheses investigate the moderating effects of the business strategy on the relationship between corporate social responsibility and the economic performance of companies. The moderating effect of the business strategy has been studied in two ways, strategy and strategy type. In both methods, the moderator role of the strategy on the relationship between corporate social responsibility and economic value added is positive and significant, and the hypotheses are confirmed. Also, the impact of strategy on the relationship between the economic and ethical aspects of corporate social responsibility and market value added is positive and significant. But the significance of the legal dimension has not been confirmed. The results indicate that, regardless of the presented method and the corresponding calculations, aggressive strategy has a greater impact on the relationship between corporate social responsibility and the economic performance of companies. Based on the statistical results, the positive effect of economic, ethical and legal dimensions of corporate social responsibility on economic performance is confirmed. The results are in accordance with the instrumental theory in which the purpose of corporate social responsibility is earning profit and acquisition of economic benefits for the shareholders. The stakeholder and legitimacy theories support the research findings too. According to the stakeholder theory, the value of the firm is increased by respecting the rights of all the stakeholders. Therefore, paying attention to their various demands by the management will lead to the survival of the organization. Respecting the social norms and the observance of rules and regulations to confirm the legitimacy by the government and general public can also lead the company to achieve its goals. Firms that follow a prospective strategy compete together to produce products and find new markets. They are always looking for innovation in product and market development. On the other hand, firms following a defensive strategy focus on a limited product market, and their efforts are to increase production efficiency. Taken together, the results suggest that business strategy is an important determinant of corporate social responsibility performance. The performance of defenders is similar to the strategy of cost leadership, and the performance of prospectors is similar to the strategy of differentiation. Hence, prospectors take advantage of corporate social responsibility, as their innovation-oriented strategy, and enjoy the benefits of corporate social responsibility more than other companies.

The present study examines the effect of business strategy on company performance with emphasis on management ability. This research is applied in terms of purpose and in terms of methodology of correlation is causal (post-event).

The statistical population of the study is the companies listed on the Tehran Stock Exchange and using the systematic elimination sampling method, 135 companies were selected as a sample of the research in a 9-year period between 1390 and 1398. The method used to collect information is a library and the relevant data for measuring variables were collected from the Codal site and the companies' financial statements and performed in the initial calculations in Excel, then Stata software was used to test the research hypotheses.

The results of the study show that business strategy has a direct effect on return on assets, company value and operating cash flow. And management ability has a direct effect on the relationship between business strategy and return on assets and company value and has an inverse effect on the relationship between business strategy and operating cash flow.

The results indicate that the choice of business strategy by managers can increase the performance of companies with information content and it can also be said that the ability of managers should be considered by the company's major decision makers.

Current research was done with aim of considering the effect of product market competition and companies' life cycle on their elective business strategy. Along that, data of 115 listed sample companies in Tehran Stock Exchange was gathered along 2013 to 2018 years and hypothesis model was tested with the help of multiple regression analysis. The criteria to assess the business strategy was Ittner & Larcker (1997) model and Herfindahl-Hirschman Index to product market competition and in the last, the base for distinguishing the sample companies upon their life cycle stages was Anthony & Ramesh (1992) model. The findings indicate that product market competition has a significant impact on business strategy and those companies which are operating in high competition condition have tendency to defensive business strategy. Besides, company's life cycle stages has also a significant impact on selecting business strategy and those companies which are in growth life stage in compare to others (those operating in maturity and decline stages) have more tendency to gain of offensive business strategy. high competition condition in product market gets reducing tendency of growth life stage companies to applying of offensive business strategy. Finally new companies have tendency to opportunistic business strategy while, old ones desire to use Analytical business strategy.

today’s strategic coordination, an essential tool to organize and standardize the different parts of the operation in order to create a unified whole. Management of various organizations in developing their strategies and different axes may be subject to consideration, but what management organizations have in common, trying to shape a coordinated set that can realize various goals. Therefore, the aim of this research is to Formulation human resources strategies and its Alignment with the business strategy, organizational structure and culture Electricity Distribution Company of Fars province on the basis of strategic reference points. This study of the nature of a research applied – developmental and collect data tools are documents and standardized and a self-made questionnaire. The population consisted of employees, managers and specialists of Fars Power Distribution Company and also university professors in various stages of research they to be used. The results show that a conservative business strategy, Strategy organizational structure of the mechanical type, Strategy organizational culture of the mission type and Finally human resources strategy of contracted-based. To Formulation human resources strategies Alignment with the business strategy, organizational structure and culture Scenarios stated that the company can use them.

Preset study is conducted to evaluate strategic alignment between business and IT in the view of organizational managers. Present study has used Luftman’s model on strategic alignment maturity and Gartlen & Shenks’ factors to promote alignment in order to evaluate alignment. Research statistical population consists of managers at High Education Planning and Research Institute. No sampling is conducted due to the limitation of statistical population and method is used. Questionnaire is data collection tool. To analyze data, strategic alignment maturity is used. Strategic alignment average is achieved 2.77 which shows that this institute is in the 2nd level of alignment maturity namely commitment level. Among strategic alignment aspects, communications, competency/value measurements, governance, authority, scope & architecture of IT and skills are put in the second level. Partnership is in the third level. Then, the opinions of business and IT managers were compared. Both groups evaluated alignment maturity level in the 2nd level.

In recent years, with the increase in the popularity of ERP systems, many researchers have been faced with the question of “How can we describe the best organizational context to achieve the success through utilizing an ERP system?”. This study investigates the impact of Business Strategy, as a potential factor, on ERP post-implementation success in Iranian adopting organizations. First, a main hypothesis is developed to examine the extent of significant relation between business strategy and ERP post-implementation success. Moreover, three twofold hypothesises are developed in order to compare different strategies and find the best one. Afterwards, required data is gathered from every adopting organization using a standard questionnaire. Finally, one-way ANOVA method is applied to test the main hypothesis and Tukey method is used to perform multiple comparisons between business strategies. The findings confirm the impact of Business Strategy on ERP post-implementation success and introduce the Defender and Analyzer strategies as the suitable strategic contexts for the successful exploitation of ERP systems.

IS strategic planning towards realizing organizational is one of the most important topics among Executive managers of companies. It is known as strategic alignment. The purpose of this study is to evaluate the maturity of strategic alignment in Irans Port and sailing organization. the alignment factors identified in Luftman strategic alignment maturity model form the basis of the present study. Luftman model is comprised of five levels, each consisting of six factors. The statistical population of this study consists of CEOs , CIOs and IT experts of port and sailing organization who are 55 people and were chosen by cases and samples. The data was collected using an eight parts questionnaire to determine organization's current status. The result of the analysis of data indicates that according to the idea of manager, the port and sailing organization is at the third level of strstegic alignment maturity(stablished focused).the perspective of the improvement is toward forth level of the strategic alignment maturity.

Business strategy has been characterized as the manner in which a firm decides to compete which emphasizes the pursuit, achievement and maintenance of competitive advantage in an industry. The main hypothesis of many managerial researchers is that enhanced performance achieves when business try to gain and maintain competitive advantage in compare to rivals. Given business strategy position as a focal issue in organizational decision-making, persuade us to investigate relationship between strategy and performance outcomes by applying BSC approach which is not use in related literature yet. By corresponding to results, business strategy has decisive role on organizational performance and proactivness, futurity, analysis and defensive dimensions have significant and positive relation with performance. Data was gathered in 2008. Research methodology is descriptive and in kind of correlation.

Managing human resources is one of the mechanisms through which benefits of individuals and organization will be integrated. In a competitive environment in which organizations are competing, always the ones that have competitive advantages are in the lead and the most successful are the companies which have permanent competitive advantage. According to the literature of strategic human resource management, organizations which integrate organizational elements will benefit from this permanent competitive advantage. This study attempts to answer whether there is any comprehensive model on the basis of which we can fit human resource management strategy with business strategy? To answer this question, we studied the literature of human resource management and the subject of fitting. Literature review revealed that there are many models or frameworks but none of them is comprehensive. To solve this problem, the authors have designed their suggested conceptual model through analyzing the qualitative content of models and their implications in six dimensions and thirty elements.