جستجوی مقالات مرتبط با کلیدواژه « strategic decision making » در نشریات گروه « مدیریت »

The purpose of this article is to understand the basics of strategic decision-making methodology based on the methodological implications of the Holy Quran and with the example of Surah Anfal.

This article is based on the combined mechanism of two methods of denotation research as well as the logic of denotation in the literature of fundamental science. In this regard,, theme analysis and content analysis were used in Atlas for data analysis. ti software, and some implications based on the fundamentals of strategic decision-making methodology were understood and explained.

The result of this methodical process was the extraction of 120 primary codes,16 basic themes 120 primary codes,16 basic themes, and four organizing themes, which were formed under the Qur'an-based strategic decision-making methodology.

Finally, the methodological implications of strategic decision-making are organized under the four general headings of strategic decision-making methodology system, effective components in the processing of strategic decision-making methods, location of evidence for strategic decision-making processing, quality and goodness of explanation.

Introduction The emergence and processing of thought, theory, conceptual, and operational model of theological management of development, and thus the production of Quranic strategic decision-making knowledge, and solving strategic social and civilizational problems and challenges of Islamic-Iranian society depend on their methodical production and processing from revelatory teachings. Like any other scientific structure, the proper establishment of the epistemological structure of strategic decision-making knowledge based on the Quran requires attention to its "nature of paradigm fundamentals". Thus, every field of knowledge, such as the knowledge of strategic decision-making that seeks to enter the empirical reality for change, is rooted in the dominant world-view, and it cannot be designed and implemented without considering its paradigmatic principles. Therefore, to acquire the Qur'an-based knowledge of strategic decision-making, there is no option to adjust it epistemologically from the level of paradigm principals to the empirical level, based on revelatory teachings.MethodologyBased on the combined mechanism of the implication research method and implication logic in the literature of the science of principles and according to AL - ANFAL Surah, the present research sought to understand and explain examples of implications based on fundamentals of Epistemology related to the subject of strategic decision-making using thematic analysis and content analysis in ATLAS.ti software.Results and DiscussionThe research process led to the extraction of  192 primary codes, 14 basic themes, including1. The role of true and credible perceptions in strategic decision-making; 2. The role of the conscientious perceptions in strategic decision-making; 3. The role of the perceptions system in strategic decision making; 4. The decision-maker and in terms of subjectivity and objectivity; 5. The flow of thought elite knowledge in strategic decision making; 6. Discourse knowledge in contrivance and situation of management; 7. Discourse in the field of public knowledge and socio-cultural affairs; 8. Level of tendency (in the field of faith) in strategic decisions; 9. The level of action (in the field of piety) in strategic decisions; 10. The role and place of revelation, intuition, sense and reason in strategic decision making; 11. Credibility of intuitive and face-to-face resources in strategic decision making; 12. Credibility of product resources in strategic decision making, and 6 organizing themes, including: 1. The role and quality of the continuity of true, credible and conscientious perceptions in strategic decision-making; 2. Crystallization of the decision-maker in terms of subjectivity and objectivity; 3. discourse-creating knowledge of change in strategic decision-making; 4. the position of values in strategic decision-making; 5. resources of knowledge in strategic decision-making; 6. validity of knowledge resources in strategic decision-making, under an inclusive implication theme, namely the fundamentals of the Epistemology of strategic decision-making. The results of the present manuscript included an example of the fundamentals of Quran-based Epistemology in the field of strategic decision-making. The connection of this field of knowledge with religious sciences, on the one hand, gives a better and deeper understanding and analysis of events and problems, and consequently a more appropriate action, gives strategic decision-makers, and on the other hand  underlies the production, processing, and development of the theory and knowledge of strategic decision-making of the Quran by researchers, and thus the presentation of specific applied models for strategic managers from the perspective of religious (Quranic) thoughts in research and development objectivity.ConclusionParadigms and models are realized in epistemic, historical, cultural, and social tools and contexts, and even in territorial and regional, and it is required to pay attention to their ecology. If progress is considered as an approach and style of life and specific life world that a school - for example, Islam - has provided for human perfection and life; in addition to inherent features embedded in this lifestyle, the situation of time and place should also be taken into account to implement it and then, an instance should be designed from that life-world and lifestyle so that it can be implemented in that situation of time and place. Accordingly, it is necessary to seriously modify the ideological and practical foundations of macro level decision makers as well as the educational and research system of the country in accordance with the requirements of an Iranian - Islamic culture to respond to the current strategic issues of the country and scientifically and practically update the academic textbooks in the field of strategic management (and particularly strategic decision making). Hence, while enjoying the achievements of today’s knowledge, the epistemic foundations of this knowledge should naturally be adopted from the Quranic teachings and the prophetic tradition - administrators and compatible with Iranian culture.

Innovation has been the basis of the development and sustainability of social systems, and achieving innovation requires innovative behavior. Among the different types of leadership and decision-making styles, their relative and different effects in creating innovative behavior, shared leadership and strategic decision-making also play a key role in the occurrence of such behaviors. Therefore, this research was conducted with the aim of investigating the effect of share leadership on innovative behavior with the mediating role of strategic decision making. Descriptive-correlation research method was structural equation modeling. The statistical population of the research included all the primary school teachers of two districts of Kermanshah in the number of 1150 people, using stratified random sampling method, 291 teachers were selected for the study. Standard questionnaires of shared leadership, strategic decision-making and innovative behavior were used to collect research data. Cronbach's alpha tests and confirmatory factor analysis were used to determine the reliability and validity of the questionnaires. Research data after collection were analyzed using Pearson correlation coefficient and structural equation model in Lisrel and SPSS statistical software. The obtained results showed that shared leadership does not have a direct and meaningful effect on innovative behavior(0/48), but shared leadership has a direct and meaningful effect on strategic decision-making(0/73), and strategic decision-making has a direct and meaningful effect on innovative behavior(0/57), and finally, shared leadership has a mediating role in strategic decision-making. It has an indirect, positive and significant effect on innovative behavior.

Digital transformation is rapidly changing apparel retail organizations. The high speed of new knowledge and the uncertainty of the fashion world do not allow organizations to make strategic plans, and force them to make strategic decisions in this field. Identifying and conceptualizing the drivers of strategic decisions for the digital transformation of apparel retail organizations is the primary goal of this research by using the multi-grounded theory research strategy. In the theoretical grounding stage, twenty-three international articles were selected and codes and concepts were extracted using the metanalysis method. In the experimental grounding stage, interviews were conducted with seventeen experts, and the codes and concepts extracted from the metanalysis stage were re-examined, redefined, and completed. Finally, by going back and forth and enriching the theory, the conceptual framework model of strategic decision-making drivers of digital transformation in Iran's apparel retail was designed. The results indicate that the drivers of strategic decisions for the digital transformation of apparel retail organizations are in seventeen concepts and four categories under the headings of "organizational drivers," industry and market pressure," "government infrastructure requirements," and "environmental macro trends." The economic pressure and the spread of information technology and bio-social changes from the environmental macro trends and the expectation of financial performance and digital infrastructure of the organization and the employees' pressure from the category of organizational drivers and customer pressure and the pressure of the competitive environment from the category of Industry and market pressure seem to have the most importancecompared to other concepts.

In recent years, the issue of governance has entered the national sphere and emphasized the importance of strategic decisions. But making these decisions is always accompanied by errors and cognitive biases. the aim of identifying the cognitive biases of policy makers in governance strategic decision-making.

The current research has a applicative purpose and in terms of the type of data, it is a qualitative research. By searching for research keywords in foreign databases such as Emerald, Web of Science, Scopus, etc. and domestic databases such as Nurmagz, Mogiran , Civilica and... (researches from 1980 to 2024 and 1390 to 1402) the desired sources were found and the validity and reliability of the findings were confirmed by the face validity method by the expert center group and Kappa reliability equal to 0.72. The obtained sources have been identified by using the seven-step metacombination method of Sandelowski and Barroso (2007) coding and the desired components of the research.

According to the findings of the 22 selected final studies, 134 codes lead to 40 cognitive biases and in 5 main groups, they include biases related to decision making and judgment, information processing biases, awareness and perception biases, self-centered biases, and social biases. and a group has been identified.

The research results showed how decision-making is influenced and activated by internal and external biases. This research emphasizes that policy makers must recognize and manage their cognitive biases in each category and select appropriate information from a wide set of data.

Decision making in organizations particularly in the fast-paced environments is posing a difficult challenge, which in the absence of a suitable algorithm would confront the establishments with an array of perils. The aim’s paper is to developing a strategic decision making algorithm for banking sector managers facing fast-paced environments.
  The research method is qulatative one. The subjective multi-case methodology applied to fifteen participants selected through theoretical sampling from the population of managers and experts. The sampe include three different banks.  Data gather by subjected to semi structured interviewing.
  To forming, a model of the strategic decision-making, three inclusive fields of context, method and consequences is necessary. The results of the present study showed that in order for banks to be able to make strategic decisions in high-speed environments, they must consider three main areas: decision contexts, the process required to make a decision, and the consequences of the decision. Organizations, especially banks, need special conditions such as dynamic components of the organization, balance between stability and flexibility, coordination of organizational components, and the like, which were identified in the present study. The present study also showed that decision-making agility and decision-making reliance on information and analysis is one of the background conditions required to succeed in developing and implementing a strategic decision-making model for banking industry managers in high-speed environmental conditions. The study was consistent with the results of the research of Nimand et al. (2021) and confirmed the findings of the study. Among other areas related to the creation of strategic decision-making model in high-speed environments by banks, the present study emphasized the issue of decision-making process. The structure of strategic decision-making was one of the factors that had a great impact on creating a strategic decision-making model in high-speed environments. In other words, the agility of the structure along with the support of senior management, the competence of decision-makers, as well as continuous evaluation of changes and measures such as communication development, growth and development of services and its diversity scope leads to this. The organization will be able to innovate in its strategic decision-making processes in high-speed environments, and this will eventually lead to the creation of a new and good model for strategic decision-making in high-speed environments. This part of the study was in line with the findings of the study conducted by Kamal (2021) and confirmed the findings of this study. Another area that was examined and identified in the present study regarding the strategic decision-making model in high-speed environmental conditions, which was also the last comprehensive theme of the present study, was the outcome. The most important things that can be mentioned in this area are: effective and dynamic strategic management system, decision-making integrity, structured decision-making process and the like. Among the issues that can be considered by adopting a strategic decision-making approach in the banking industry and in high-speed environmental conditions are issues such as helping to increase elite selection and retention and cultivation of elites, spreading the culture of strategic thinking in the organization and especially the banking industry mentioned the creation of a common vision in the organization and collective values and the like. It should be noted that this part of the results of the present study was also consistent with the findings of the research of Bamgartner et al. (2021), because the findings of the present study in this section showed that the banking industry can in high-speed environmental conditions. To take action in such a way that the results of these actions will ultimately lead to the success of the organization, requires a strong strategic decision-making framework, and this system must be established throughout the organization as soon as possible.
  An organization to have a strategic decision-making model, managers must simultaneously pay attention to the context, process and outcome. Regarding the background conditions, the most important issues are the support of senior management, the competence of decision-makers, the structure of the decision-making process, and the existence of a common vision in the organization, mastering the vision of the organization and applying the dimensions of human resource management. Organizations should identify all the requirements and provide the conditions in such a way that they are in the most dynamic state possible. Regarding strategic decision-making processes, it can be said that managers in the banking industry should take action such as forward-looking action, continuous learning, maintaining and developing communications, strategic alliances, continuous evaluation of changes, adopting alternative strategies, developing discourse rules, strategic foresight and Put structure agility on their agenda and know that organizational results depend on these. Finally, the most important things that the managers of the banking industry should consider in their agenda regarding the consequences of strategic decision-making in high-speed environmental conditions are: using the results of strategic decision-making to improve the organization and trying to develop strategic decision-making. Advancing the core goals that all of these materials will ultimately lead to improved organizational performance.

The aim of the research was to identify the cognitive factors affecting managers' financial strategic decisions and to prioritize these factors. This research is based on the practical purpose, in terms of its nature and descriptive method, and it is cross-sectional in terms of time. In this research, the sample size is 30 people, the tools used in this research are questionnaire and data processing using SPSS and Expert Choice software. Qualitative analysis showed that financial strategic decisions are influenced and related to the factors of process and service performance excellence, organizational factors, individual factors and risk management and investment. Fuzzy and prioritization of the identified dimensions and components was done using the technique of network analysis process and the results showed that among the efficiency factors of processes and services, organizational factors, individual factors and risk management and investment, respectively social and legal activity , contextual factors, static rationality and the environment have the greatest impact on managers' financial strategic decisions. Among all the sub-criteria ranked in the above four criteria, social and legal activity has obtained the first rank and cognitive preparation has obtained the last rank.

The purpose of this study is to examine the impact of cloud technology on organizational flexibility and strategic management in organizations. This qualitative research employed semi-structured interviews with managers and specialists in the fields of information technology and strategic management from various organizations. The findings indicate that cloud technology significantly enhances organizational flexibility and strengthens strategic decision-making processes. Furthermore, cloud technology aids in increasing absorptive capacity, facilitating knowledge transfer within organizations, and improving organizational innovation. Cloud technology can serve as an important tool in enhancing organizational flexibility and improving strategic management. Organizations should focus on strategically utilizing this technology to achieve sustainable competitive advantage.

Strategic foresight is the central core of many strategic management theories and increases the possibility of success of strategies in the four environments of volatility, uncertainty, complexity and ambiguity (VUCA). This study hinges on the complexity of mental representation. According to research literature, the degree of complexity of representation is contingent due to different contexts but it has not been investigated before. In this study, we extend the past literature to determine the patterns governing the relationship between representational complexity and strategic foresight in four different contexts (VUCA) using the Raugh set theory.However, the theoretical gap in the research literature is focused on what level of complexity of representation in what context of the four environments creates an acceptable strategic foresight. we have used the Raugh set theory to discover the patterns of the representational complexity achieving desired strategic foresight in different VUCA environments. The input of Raugh set theory includes two general types of decision and conditional variables. The conditional variables include "representational complexity" and "environmental context," and the decision variable also encloses "strategic foresight." The results show that when the future is difficult to predict (environments with uncertainty and ambiguity), simple and less complex representations create more useful strategic foresight. At the same time, when it is easy to predict the results of an action (complex and volatile environments), whether understanding the current situation is simple or intricate, using complex representations is more effective

The aim of this research is to discover and understand the behavioral model of strategic decision-making in Howza’ organizations. This study is developmental in terms of its purpose and is considered field study in terms of data collection method. The statistical population of this research is the Howza’ organizations of Iran, out of which 6 organizations were studied. In this study, the strategy of database theory was used to build the theory. After analyzing 30 interviews with managers of Howza organizations’ experts, 292 primary codes, 231 secondary codes, 89 concepts, 26 subcategories and 6 main categories were obtained. Finally, “strategic decision-making” was identified as a central phenomenon and became the axis of the paradigmatic model. In the assessed paradigm model, “organizational antecedents and drivers” as causal conditions, “Howza’ organizational culture” as actions and interactions (strategies), “intra-organizational factors” as intervening conditions, and “extra-organizational factors” as context conditions which cause strategic consequences. The strategic consequences include the categories of jihadi management, centralized management, the need to pay attention to strategy implementation and the need to pay attention to strategic control, which requires changing the pattern and type of behavior aimed at strategic decision-making in some circumstances by top managers of the organization.

The production and processing of ideas, theories, conceptual and operational models with a religion-based approach (Qur'an) in the field of progress management and in particular strategic decision-making, depends on their methodical production and processing within the revelatory teachings of the Holy Qur'an. In this regard, it is necessary to address the "what are the paradigm foundations" in order to establish the correct epistemological framework in the knowledge of strategic decision-making of the Qur'an. To this end, in the present article, an attempt has been made to understand and explain some of the implications based on the ontological foundations related to the subject of strategic decision-making, using content analysis and thematic analysis in ATLAS.ti software. These analyzes are based on the combined mechanism of the implication research method and implication logic in the literature of the science of principles and according to AL-ANFAL Surah. This process led to the extraction of 204 primary codes, 25 basic themes, and 6 organizing themes, including the nature of social realities in strategic decision-making, the role of human nature in strategic decision-making, the role of humans in strategic decision-making, the fate of phenomena in strategic decision-making, the role of divine traditions in strategic decision-making, the manifestation of truth, and the theological tradition in strategic decision-making. All six of these are subsets of a broader theme, the ontological foundations of strategic decision making. The results of this article can lay the groundwork for production, processing, and development of the theory and knowledge of strategic decision-making of the Quran by researchers, and thus the presentation of specific applied models for strategic managers from the perspective of religious (Quranic) thoughts in research and development objectivity.

Sustainability is one of the topics that its effects can be seen in all technical and managerial fields of the present era. Achieving sustainability goals requires a comprehensive and long-term perspective. Therefor, the present study was conducted with the aim of identifying and prioritizing sustainability criteria in organizational strategic decision making. This study has been applied in Bandar Abbas Zinc Production Company and in terms of method and data collection, time is in the category of survey-cross-sectional studies. The statistical population includes the managers of the Zinc production company who participated in this study by non-probabilistic methods and purposefully by 30 qualified people. The main tool for data collection is an expert questionnaire that its validity was confirmed by university professors. To measure the reliability, the incompatibility rate of all comparisons has been calculated. Fuzzy hierarchical analysis process method was used to analyze the collected data. Findings of data analysis show that environmental factors are the most important. Factors related to costumers, organizational operations, community law, corporate governance, staff and humanitarian activities are the next priority. Therefore, it is concluded that the managers of Bandar Abbas Zinc production Company in line with the company's social responsibility should consider the issue of sustainability in the company's strategic planning. The company will also be able to prevent environmental damage and reduce such sustainable sources.

This paper aims to examine the ability of corporate foresight in the organizations and its impacts on innovation, quality of managers’ strategic decision-making and organizational performance in the banking industry of Iran.

In the first part, upon introducing corporate foresight from the two process and content perspectives, influential elements in this construct are discussed. Then, corporate foresight’s relationship with innovation and strategic decision-making is examined and its effect on organizational performance is analyzed within a structural model.

Using interview and questionnaire, the data research were collected from the banking industry of Iran including 30 banks (State-Commercial banks, Specialist- State banks, Interest-Free Loan Funds and Private Banks). Through descriptive, inferential statistical analyses and structural equation modeling using SPSS and Smart PLS software, reliability of the measurement model with 93 samples was confirmed.

The results show that the corporate foresight playing three roles of initiator, strategist, and opponent affects the innovation. Moreover, the research results suggest that using the data from the foresight and identifying the weak signals, we can reduce the uncertainty and issue prior warnings in order to enhance the quality of manager’s strategic decision making and promote the organizational performance.

The dependence of research on the state budget on public universities has caused the government's economic problems in recent years to adversely affect the status of academic research. Therefore, managers of public universities should prioritize the use of other research funding methods, including attracting funds from the private and industrial sectors and taking a strategic approach in this regard. The purpose of this study was to design and explain a strategic decision-making model for financing research projects to Improve the research projects of the University of Tehran.

The research method of this article is qualitative and qualitative data were collected through semi-structured interviews with experts and study of articles and texts. In order to extract the main metrics and structures of the model, the data were analyzed using the theme analysis method. Thirty-four interviewees were selected using the snowball method.

Based on the results of the research, 10 main structures consisting of 33 measures constitute the model components.

Components of strategic decision-making model for financing research projects of Tehran University include: internal and external university communication, idea-to-product chain, Requirements before implementing, review and selection of strategies, structural reform strategy, financial strategy, Collaborative Strategy, Research Results Optimization Strategy, HR Strategy and Evaluation.

Abstract This study is aimed at attaining an exploratory model of strategic decision making based on the Islamic values ​​through the use of a grounded theory. Reviewing and contemplating on the Holy Quran from the beginning to the end verse-by-verse, the researchers discovered the concepts of value and their role in decision making and completed them by referring to the related Hadiths. Then, 22 university professors and expert clerics were selected by theoretical sampling to take part in in-depth semi-structured interviews. Data analysis was continued in three stages of open, axial and selective coding, and interviews were sustained with experts up to theoretical saturation. The findings indicated that righteousness-orientation has a fundamental role in strategic value decision making. Furthermore, the dimensions of the model included contextualizing factors (commitment to values, world values, environment values, and inheritance values), influential factors (individual characteristics, strategic factors, asking God for assistance, and the circumstances), and preventive factors (anti-values ​​and going to extremes) which interact with decision making and makes it take the right direction and lead to desirable outcomes such as the Beneficent God's favor and salvation in the present world and the world to come.