فصلنامه فرایند مدیریت و توسعه
سال سی و دوم شماره 1 (پیاپی 107، بهار 1398)

Earned Duration Management (EDM) method has been developed to enhance Earned Value Management and to solve some of its problems, such as separation of measuring time and cost dimensions. By providing performance indicators, this method makes it possible for managers to accurately measure the progress of a project and to calculate the time and cost required to complete it. Nevertheless, the accepted rate of progress indexes of a project is not specified in this method, which brings about ambiguity. Intending to improve earned duration management performance, statistical quality control charts were used, which had previously been applied in Earned Value Management to determine the acceptable cut-off points of indexes of project management. Using Monte Carlo simulation, these charts were calculated at the time of project planning, but not during project implementation. Such calculations give project managers prospective view; in addition, they provide a basis for evaluating and comparing the performance of projects during their progress.

Public-private partnership is a new way to expand public services through the private sector, which should be increasingly taken into consideration in Iran. This research aims at identifying effective factors in the success of public-private partnership and providing a model for the public services sector in Iran. The data collection tool was a questionnaire and the analytical unit and the statistical population of the study were all public-private partnership projects in Tehran. The collected data were analyzed using exploratory factor analysis and multivariate regression. Results show that five categories of factors affect the success of a public-private partnership, which include: optimal management, trust building, information and knowledge use, attention to the interests of the people and financing. Based on the findings, the optimal management factor has the greatest impact and financing factor has the least impact on the success of the public-private partnership. Also, the rate of success for the public-private partnership is lower than the theoretical average. According to the findings, in order for public-private partnership to succeed in Iran, it is necessary to pay special attention to these five key factors.

Based on international standards and directives of international organizations which lead the industrial clusters, successful implementation of such clusters involves some preliminary measures. An example of these is the challenges related to the cluster needed to identify the supporting and limiting factors pertaining to it. A study of the existing resources showed that the developing countries have already started the implementation of cluster strategy; however, unlike their noticeable endeavors in this regard, they haven’t yet acquired satisfactory results.  Applying phenomenographical approach, an empirical study was conducted to identify obstacles and constraints facing the carpet industry cluster in Sistan and Baluchestan province of Iran. This cluster contained 23 private and public firms involved in the carpet industry and more than 6000 weavers and other relevant human resources. Phenomenographical analysis shows that from the viewpoint of stakeholders, structural problems together with the special conditions of this province, which are referred to as contextual factors, have created a limiting environment for successful performance of the cluster.

The present research, intending to study the effects of organizational entrepreneurship strategy, is applied in terms of purpose and survey type based on its method of data collection. After 36 companies from Iran Mining and Mineral Industries Development and Renovation Organization (IMIDRO) were reviewed, results showed that the elements of an organizational entrepreneurship strategy included entrepreneurial strategic vision, organizational architecture supporting entrepreneurial strategy and entrepreneurial tendency and behavior. Then, a conceptual research model was developed and applied in the same companies. To investigate the relationships among variables of the research, linear regression was used and to analyze the data, PLS software was applied due to the low volume of the sample available. Findings show that entrepreneurial strategic viewpoint, entrepreneurial sponsorship architecture, and entrepreneurial tendency and behavior respectively affect individual outcomes of entrepreneurship strategy, organizational outcomes of entrepreneurship strategy, and individual and organizational outcomes of entrepreneurship strategy. It is also known that in the structure of these companies, strategies are not integrated with the concept of enterprise entrepreneurship, nor is there entrepreneurial culture in them. Therefore, it has been suggested that managers at all levels together with specialists of the companies decisively attempt to institutionalize entrepreneurship and create entrepreneurial culture. Also, it has been suggested that cases of individual outcomes of the entrepreneurial strategy such as materializing employees’ tacit talents and potentials be taken into consideration so that they can cope with the risks arising from entrepreneurial activities.

Brand ambidexterity strategies help organizations improve their capabilities and performance and simultaneously discover new opportunities. The purpose of this study is to investigate the effects of brand ambidexterity strategies on brand commitment through brand’s performance, image and reputation. The statistical population of this research were the users of Pishgaman Company. Random sampling method was used and 300 acceptable questionnaires were collected. Data analysis was carried out using the PLS3 software and the results show that exploratory and exploitative strategies have positive and significant impact on brand performance. Also, the impact of brand’s performance on its reputation and image, and brand reputation on brand commitment are positive and significant. Other findings show that the impact of brand performance on brand commitment, brand image on brand reputation and brand image on brand commitment are not significant. Moreover, results indicate that brand performance has a mediating role in the relationship between brand ambidexterity and brand commitment, and reputation has a mediating role in the relationship between brand performance and brand commitment. Nevertheless, the mediating role of brand image in the relationship between brand performance and brand commitment has not been 
confirmed.

This research aims to investigate the effects of ethical work climate on organizational trust and proactive customer service performance while the mediating role of perceived politicizing in organization’s reward system is considered as well. Statistical population consisted of all employees of Pasargad Insurance Company. By applying random sampling method, 260 employees were selected. Data were collected by questionnaires and were analyzed through structural equation modeling. Findings show that ethical work climate has a positive and significant effect on organizational trust and proactive customer services performance and has a negative and significant effect on perceived politicizing in organization’s reward system. Results show that perceived politicizing in organization’s reward system has a negative impact on organizational trust. Also, findings show that perceived ethical work climate has an indirect effect on organizational trust through perceived politicizing organization’s reward system but this indirect effect on proactive customer service performance is not confirmed.