جستجوی مقالات مرتبط با کلیدواژه « strategic fit » در نشریات گروه « علوم انسانی »

The purpose of this study is to investigate the impact of strategic fit, organizational structure and environmental turbulence on organizational performance in parent companies in Tehran. 

This research was causal in terms of nature. Regarding objectives, it was an applied study and its approach was qualitative. Survey method was used to collect data through 82 questionnaires from 41 parent companies. Both convergent and divergent content validities, as well as reliability of the questionnaires were confirmed. To analyze data, one-shot T-test, hierarchical regression and structural equation modeling (path analysis) were used in smart PLS software. 

The results of the structural equation modeling indicate that the performance of parent companies is at a relatively good level. Path Analysis, based on variance analysis, shows that organizational structure and strategic fit have a positive and significant effect on organizational performance. The results also show that organizational structure mediates within the relationship between strategic fit and organizational performance in a positive and significant way and environmental turbulence has a positive and significant effect on organizational performance through strategic fit. One of the innovations of this research is the use of the ‘Ashrigde Matrix’ in the analysis of management strategies that has not been used in Iran previously. 

According to the research findings, it can be concluded that performance improvement depends on strategic fit, which affects performance both directly and through organizational structure; therefore, it is suggested that parent companies follow appropriate strategies to establish it.

The Syrian Crisis is perceived as a focal point on recent Iranian-Russian relations. The two countries have already been involved together in regional security crises in Afghanistan and Tajikistan, but the recent cooperation in Syria is historically unique in terms of depth and extent. Due to the dimensions, Complexities and new developments of international relations, and also historical context along with structural determinations of Iranian-Russian relations, the traditional patterns of relationships between states cannot explain well enough the new Iran-Russia relations. Accordingly, “Strategic Partnership” is a new pattern that provide better and more facilities for analysis and explanation of Iran-Russia relations by applying its three main criteria of environmental uncertainty(uprising of masses in Middle East), strategic fit(compatibility and complementarity of interests) and system principle(opposing the new hegemonic order of the US and efforts for establishing desired order) on relations. The flexibility and the informal nature of strategic partnership with low commitment costs(as opposed to an alliance), along with being context specific that provide unique features for each relationship has made it popular for politicians and international relation scholars. This paper discusses the applying conditions and the features of Iranian-Russian strategic partnership on formation level. In this paper, we have analyzed the condition for adoption, and unique features of Iranian-Russian SP to present a practical context for formation of this pattern, and the policy making requirements for the future.

Today, which is more important than the past for organizations, is their ability to cope with environmental changes. Organizations’ leaders create individual initiative spatial; that can drive organization to adapt to changes and consequently supply the organizational goals. Moreover, managers knowledge sharing assists the organization in coordination to level strategies and adaptable ability. The purpose of this study is to investigate the effect of innovation leadership and knowledge sharing to organizational strategies on environmental changes. The population of this study was the subsidiary companies of Tavanir (The Management, Production, Transmission and Electricity Distribution Company of Iran) and based on notifications in this company, totally 86 companies included state and regional electrical companies, has been selected for analysis. The minimum and maximum necessary sample gained by Cochran formula was 58 to 70. Data collection was based on a questionnaire by 25 questions that finally 68 questionnaires were returned. Descriptive and analytical Square Equation Modeling (SEM) analysis was performed by SPSS & SmartPLS Software. Then, the analytical results show which, of the seven hypotheses, four hypotheses are approved that indicates that in turbulence environment, the knowledge sharing and innovative leadership, has positive and direct effect on organizational performance. Also, these variables can increase the strategic coordination of organization by external environment, but the strategic fit does not effect on organizational performance that could be due to the failure of strategic planning review.

Innovative leaders with creating new ideas and perspectives put new path of growth and prosperity in contrast of organization and promise to improve organizational performance and achieve competitive advantage. The purpose of this paper, an innovative leadership style as a factor in changing or creating proper strategy in organizations and The results of the studies on the organizational performance and achieve organizational goals. Vision, mission, objectives and performance of the dimensions of institutional transparency. In terms of aim, this is an applied research, and in terms of data collection method, it is a descriptive – survey type study. Since statistical population consists of all Employees and directors of the Iranian aircraft company (HESA), the computed sample by Kokran sampling technique is 198 selected randomly as statistical population of the research. Questionnaire was the survey instrument and for testing hypothesis, structural equation modeling was used. the result showed that Innovative leader with a positive and significant impact on the transparency of the organization's strategy. Finally, recommendations are provided to improve the utility purposes and the Effectiveness of organizational performance.

As a new management concept, business model has been highly emphasized by academics, practitioners and business analysts in last 2 decades. Academics use the term “business model” when they want to describe the rationale of value creation and value capture in an organization. Since perspectives in defining business model concept and function is highly diverse, many ambiguities has been arisen regarding the relation of business model and strategy. To shed light on this issue, the present article first investigated the business model literature and then reviewed the different views regarding business model and strategy relationship. In second stage, a research framework was developed to address business model elements arrangement fit to Porter`s generic strategies in a field study of high-tech firms. Also, Clustering Analysis was used to group firms based on their business models and strategies and then performance of firms was compared to investigate the fit between business model elements and each porter`s generic strategies. At last, results have revealed that the arrangement of business model in firms which follow cost leadership strategy was different from the arrangement of business model in firms that follow differentiation strategy.