Pattern for the alignment of business strategy with organizational power types and its effect on companies performance(case study: commercial companies of Defense Ministry)

Researches show that much than 80% of formulated strategies have been failed in execution stage. There are many reasons for these failures. One of the main reasons for these failures, is the non-alignment between business strategy and organizational behavior affairs (such as organizational cultures, conflict, motivation, power and politics and etc) as an infrastructure of strategy execution. In this paper, the alignment between business strategy and power types and its effect on the performance improvement were investigated in 18 commercial companies of Defense Ministry, being active in trading (non-military) market. The present research is descriptive-expressive in terms of goal, applied-developmental in terms of consequence and mixed (qualitative-quantitative) in terms of data type. In quantitative research, 105 questionnaires were collected from the strategists of companies. In this research, "the model of structural equations" and especially the technique of path analysis were applied to study the relationships between the research variables, employing the Software smart PLS, v. 3.0; "cluster analysis" and "variance analysis" were performed by the Software SPSS, v. 19. Also, the qualitative data from the structured interviews made with 36 senior managers was analyzed by content analysis, and for verifying the validity of power model (developed by researches of this project) and the criterion for comparing the performance of the companies was determined by Delphi technique. The results of variance analysis test indicated that the companies, where business strategy and power types are more aligned, have a higher performance