فصلنامه مطالعات مدیریت راهبردی
پیاپی 48 (زمستان 1400)

In recent decades, quality improvement approaches in higher education institutions have facilitated and continuously improved processes. Nevertheless, it has failed to meet the expectations of key stakeholders and academic suppliers in practice. However, some quality approaches, such as lean thinking, have a different view of continuous process improvement and have tried to pursue and resolve organizational issues. Therefore, applying the lean approach at the University has significantly reduced costs, waste, and increased satisfaction. On the other hand, the University faces some challenges such as; not doing the right actions at the right time, changes in the needs and expectations of participants, and rising university costs. The core of lean thinking is meeting or exceeding stakeholder expectations, eliminating waste, and creating a value chain across all academic processes. Therefore, the primary purpose of this study is to examine the perceptions of non-academic staff, teachers and students on the degree of compliance of the lean higher education components.
 

This research is practical in terms of subject, and also collecting data is quantitative (descriptive-scaling method). In the first part, using a systematic approach and research method of documentary study, 24 related research about lean higher education and  university examined. Then after studying and analyzing them,  34 components identified. Formerly, without basing a particular theory, by studying and combining the existing models in this field on the one hand and selecting the components that most researchers have mentioned. On the other hand, seven components were chosen and developed based on a research tool (including 35 items). Lean higher education experts confirmed the questionnaire's validity, and structural validity was also used on the other hand. Its internal consistency was calculated from the Cronbach alpha value of 94%. The statistical population of the study includes; The total number of faculty members (350 people), experts (360 people), and students (7062 people) of the Social and Behavioral Sciences Campus of the University of Tehran in the academic year 2020-2021. The statistical population determined the statistical sample size using Cochran's random sampling method and sampling formula, 183 faculty, 185 non-academic staff, and 380 students. The results were analyzed by the SPSS and Lisrel software and the independent t-test, the confirmatory factor analysis, and the Friedman test. Thus, by creating an online questionnaire and providing a link to three relevant groups, 73 people from 183 faculties, 121 out of 185 experts, and 213 out of 360 students answered the questionnaires thoroughly(The researchers discarded incomplete questionnaires).

The results show that  the most critical components of lean higher education are; Lean processes, leadership, culture, staff development, strategy, vision, resource management, and focus on key stakeholders. In this regard, the results demonstrate that critical stakeholders' perception of the degree of adaptation of the University about the components of lean higher education (all seven components) are lower than average. Finally, the results indicated that the essential components from stakeholders' view were Lean processes, Lean strategy and vision, Lean leadership, Lean culture, stakeholder focus, people development and empowerment, and resource and facility management.
Discussion and

Based on several critical factors of research’model that determine the success of implementing the concept of lean in the University of Tehran, one of which is leadership. Academic leadership must support all staff (from experts to senior managers) at all university levels, welcome the expression of ideas, and provide the necessary resources for its cultivation. On the other hand, it has the necessary power and influence to motivate people to participate in quality improvement processes, take risks, and learn from mistakes. To establish lean higher education, staff at all levels (from senior managers to experts) accept that higher education has various stakeholders. However, they keep asking themselves, how can we happier the stakeholders? This requires stakeholder ideas and feedback to monitor quality and improve academic processes.  conversely, the key decision-makers and planners of the university Emphasize the principle of continuous improvement, waste reduction, and increased stakeholder satisfaction in all activities related to the planning, budgeting, evaluation processes, etc. Successful implementation of Lean Higher Education requires codified implementation mechanisms to empower human capital. On the other hand, faculty and other staff should feel proud to be part of the University and care about its success. Therefore, it is necessary to define each personal responsibility to support the unit/department and the University in achieving the objectives of the Lean approach. Based on the present study results, it is suggested that senior managers should try to improve the university climate by designing mechanisms and activities to motivate the staff and maintain their sense of loyalty and organizational commitment. In addition, risk-taking needs to be strengthened due to a changing and improving organizational climate. In contrast, it is suggested that by designing and launching the suggestion system, the ideas and feedback from key stakeholders be used to provide quality control and continuous improvement of university processes and give them feedback. Furthermore, the University's vision, mission, strategies, and goals should be designed to implement the lean-approach. In this regard, the organizational values should be defined based on continuous improvement and respect for stakeholders. In brief, the requirements for implementing the lean approach are the readiness to establish it. Hence, before designing and implementing continuous improvement programs, universities should pay attention to the critical factors of the success of the lean approach, and even before in their financial, material and human resources in the organization. Additionally, continuous quality improvement seeks input from key stakeholders on the University's level of readiness and compliance with the lean approach components. So the successful implementation of lean programs requires the full attention of academic leaders so that the organization can continue to grow and be able to build a sustainable competitive advantage.

In recent years, many Iranian knowledge-based companies have failed to achieve their pre-determined goals. One of the critical obstacles impeding these companies is their managerial deficiency. Despite the crucial role of senior managers in the company’s growth, no scientific and methodological models have been introduced for management development in knowledge-based enterprises. This study developed a model for devising a strategy for nurturing senior managers in knowledge-based companies using a combined function-competency approach. To this end, managerial functions, managerial competencies, and the way to enhance each competency have been identified by obtaining the opinions of experts associated with the knowledge-based realm. Then the opinions are mixed through the Copeland method. The results reveal that the managers of knowledge-based companies have to conduct six main functions, including planning and organizing, teams building and empowering them, leading personnel virtually, motivating staff, evaluating technological trends and communicating with the outside of the organization, monitoring and controlling staffs’ performance. The proposed model introduced five essential competencies for each function to be conducted properly and specified two ways for enhancing each competency.

Strategic foresight depicts the methods, actors, processes and systems needed to improve the competitive position and consequently improve organizational performance, and therefore has been considered by many organizations. In other words, by using strategic foresight capabilities, organizations can improve their performance in the face of environmental changes and the future of the organization. Therefore, the purpose of this study is to investigate the effects of strategic foresight capabilities on the performance of defensive organizations with emphasis on the important role of organizational learning and value creation. The study is a descriptive-correlational research based on structural equation. The population of the present study includes 80 experts and managers of defensive organizations that use simple random sampling method. The results of research showed that there is a positive and significant effect of strategic foresight on organizational learning, organizational learning on value creation and value creation on organizational performance. Also, organizational context and actors' mindfulness have a positive effect as a moderator on strategic foresight capabilities and organizational learning relation.

An appropriate maintenance policy says that repairs should be done when needed. Although preventive repairs can reduce sudden and unexpected repairs, they still reduce availability and increase repair costs. Companies need to develop online and predictive maintenance strategies that can anticipate that any failure could occur at any time, and recognize this need from the signs and symptoms of equipment. This is called predictive maintenance or condition-based maintenance.in this paper we have tried to design a decision support model for predictive maintenance based on conditions based on data mining techniques. This project has been carried out in one of the oil and gas exploitation companies in the south of the country and the selected equipment for this project is gas turbines, which is one of the most basic and critical equipments in oil processing factories.In this project, MPL neural network data mining technique has been used to predict the occurrence of failure in the equipment. Finally, suggestions such as the development of this model for other equipment, controlling the duration of viewing the equipment status and determining the optimal maintenance time for the future are presented.

Corporate citizenship is one of the main topics in development country that citizen mention to these corporate as citizenship and attention to their acts and exceptions those react the like behavior. The purpose of this study is to identify the current passion of corporate citizenship in producing unit in country and factors impact on this situation to access action plan to develop corporate citizenship. In this study, corporate citizenship studied in for dimensions like legal corporate, economical corporate, ethical corporate and voluntary corporate. Also, factors impact on corporate citizenship explored based on three dimensions: behavioral, structural and content factors. In this study, 200 people from 50 companies into a file of food and petrol industry are selected as sample. The current study is applied and descriptive study and is used of questionnaire instrument for data collection. The validity of the instrument is done by expert replay and reliability by Cronbach Alfa. The results of this study are indicated that 70 percent of corporate haven’t a positive situation based on corporate citizenship and all behavioral, structural and content factors have a positive impact on corporate citizenship. Also, access to social responsibility, organic structure, hermetic oriented culture, medium size, good organizational capacity and positive insight of customer have the main impact of corporate citizenship.

Strategic renewal provides the basis for a dynamic strategic fit between the organization and the environment. Although strategic renewal is very important in today's changing world and the main reason for the failure of organizations can be attributed to it, no coherent research has been done in this regard. Thus, the aim of the present study is to identify and explain the prerequisites and consequences of strategic renewal in state-owned companies. This research is applied in terms of purpose and in terms of nature and method, descriptive-survey and is among mixed researches. In the qualitative section, 15 management professors participated using semi-structured interviews, and in the quantitative section, 26 middle and senior managers of state-owned companies affiliated to the Industrial Development and Renovation Organization of Iran participated using a pairwise comparison questionnaire. Atlas.ti software was used to encode the data and fuzzy Delphi fan was used to prioritize the answers. Findings showed that organizational culture, economic resources, technology and strategic human resources are the most important factors in creating strategic renewal and increasing productivity, trust and satisfaction of stakeholders and strategic agility are the most important consequences of strategic renewal. It is valuable considering that the research results inform managers and decision makers of the organization about the importance of strategic renewal and its consequences and provide the ground for strategic development of the company by using the factors affecting the implementation of strategic renewal.

coopetition means the simultaneous existence of cooperation and competition between rivals in the particular industry. This strategy has met with great success among companies in the last two decades; Thus the number of published articles in this area has exponentially increased in the recent years. But the lack of a comprehensive framework for the factors influencing the formation of coopetition in the literature of this field is felt. The purpose of this study is to providing a framework for factors influencing on the formation of coopetitive relationship. In this study, systematic review method has been used to integrate and aggregate relevant findings. The systematic review is done in three stages which include planning, implementation and reporting. Each stages include some many different and separate steps.The results show that all the factors affecting the formation of coopetitive relationships fall into the final two categories of Antecedents and motivations. The category of Antecedents includes 4 sub-categories that are: environmental changes, industry conditions, characteristics of rivals and company features.: In fact, Antecedent describe the conditions that can cause and lead to the coopetition relationships. On the other hand, there are some factors that play the role of moving engine in order to shape coopetition relationship. These factors are called motivation of coopetition.

Today, most consumers have local and global identities. Local identity consists of mental representations in which consumers respect local beliefs, traditions, and customs, are interested in local events, and recognize local communities as unique. Since national identity can be an influential factor in the consumption of domestic goods, this study seeks to develop a scale of national consumer identity. The present study, which is a mixed method, seeks to identify the dimensions and components of national identity that affect the consumption of domestic goods in the clothing industry. The statistical population in the qualitative stage included experts in the Iranian clothing industry, a sample of 20 of whom were selected by judgment. Quantitatively, the statistical population consisted of clothing consumers in Iran, were selected by cluster sampling. In order to conduct this research, after conducting interviews with industry experts and using the thematic analysis method, the main components were identified. Then, using exploratory and confirmatory factor analysis, the identified components and their accuracy were examined in the form of dimensions. Finally, the National Identity Scale, which is effective in purchasing domestic goods, was identified and proposed.

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.

Steel industry is one of priorities in Iranian vision export. This research suggests conceptual export decision making model in steel industry. The statistical population was 280 of KSC. and MSCO. senior manager, simple sampling with 168 surveys. Conceptual and visual validity approved through two stages distributing open and close ended questionnaire by expert. Structural Equation Modeling (SEM) and PLS software used for analyzing. In measurement stage, Reliability measure by Cronbach’s alpha and Composite Reliability (CR), Convergent validity with average Average Variance Extracted (AVE), Divergent validity by Fornell-Larcker criterion and confirmed. PLS standard coefficient diagram apply for investigating hypothesis. The results reveal that distinction resource, Internal and External environment have direct and positive significant impact on market attractiveness. Moreover, market attractiveness with organization commitment to export and organization export commitment with Export decision making have positive and significant relationship. R2 coefficient, Stone–Geisser (Q2) and GOF supports significance of coefficients and the strong predictive capacity of the model.

Simultaneous attention to forward and backward supply chains has created a new concept in the supply chain literature as closed-loop supply chains. The purpose of this study is to design a conceptual model of effective strategies on bullwhip effect reduction in the closed loop supply chain. This research is a descriptive survey in terms of applied purpose and in terms of type and method of data collection. The statistical population of the study consists of 75 industrial and academic experts in the field of automobile oil production in the country. Then, by studying the research background, 8 effective strategies on bullwhip effect reduction in the closed-loop supply chain were identified and adjusted by summarizing the opinions of 5 academic experts. The instrument used in this study is a pairwise comparisons questionnaire containing 8 identified strategies. Then, using interpretive structural modeling technique, 8 identified strategies were structured in 5 general levels. The research findings indicate that the strategies of "creating policies for periodic review of inventory control and production planning" and "availability of information on the parameters of recycled products" are at the initial level of the model. Also, the research findings indicate that the strategies of "increasing visibility in the process of product recovery in the supply chain process backwards using the product exchange policy with the customer" and " product delivery time reduction" at the final level of the model.

Experience has shown that for the development and growth of any country in different dimensions, imitation of many non-indigenous models does not meet the needs of that society. The different conditions of each country in philosophical and epistemological foundations, reveal the need to design an appropriate model, taking into account social, cultural, scientific, economic and political conditions. Beliefs and values, especially in religious societies, modify and shape attitudes and behaviors. The purpose of this study is to design and explain the model of human qualitative growth as the foundation of human beliefs and values.

This research tries to answer these three questions. 1- What structures and components does human quality development have? 2- What is the effect of these components on each other? 3- And finally, what is the dynamic model of human quality growth? Therefore, the research method in this article is a qualitative method of content analysis and interpretive epistemology and phenomenology. The statistical population of this research is thirty-five relevant and valid researches.

By conducting this research, the effective components on human qualitative growth and how they are affected and effective, and then the dynamic model governing the dynamic system of human qualitative growth have been developed. The dynamic system of human development is a multidimensional concept, the components of which, with their dynamic relationships, interact and intensify. The phenomenon of human qualitative development organizes the system of beliefs and values of the individual and shapes beliefs and values.

The purpose of this study is to understand the nature of job competence and its impact on increasing organizational productivity.

The method used in the research was a mixed method. Mixed methods have two parts, qualitative and quantitative. The qualitative part has been done using the foundation data theorizing method and the quantitative part has been done using structural equation modeling. Data collection tools were in the qualitative part of semi-structured interviews, the text of which was done in three stages of open, central and selective coding. In the quantitative part, a questionnaire was made by the researcher and its validity and reliability were examined.

According to the codes obtained from the interviews and code extraction, 122 open codes, 23 concepts, 10 subcategories and finally 6 main categories were extracted. Among these, competency models were identified as a central phenomenon and the dimensions of effective laws and regulations and new management were identified as a causal phenomenon.

According to the findings of the qualitative section, which confirmed the relationship between dimensions and variables and the conceptual model of the research was done using PLS software, it was found that all dimensions obtained with an effective coefficient and a significant coefficient of impact on organizational productivity Are in transition And the calculated values for the GOF of the research model were also calculated, which had acceptable and acceptable values.

The importance of strategic planning in any organization is undeniable, And the discussion of its evaluation is doubly important. Since in the dynamic environment of the present age, traditional approaches to strategic planning have lost their effectiveness, attention to new approaches has increased and one of these approaches is the Blue Ocean approach. The present study is supported by the National Iranian Petrochemical Company and has been compiled with the aim of assessing the degree of compliance and alignment of the strategic planning of this company with the blue ocean approach. In this research, which is a type of qualitative research, after selecting the appropriate model and indicators to evaluate it and then confirming the experts, using case study method and in-depth interviews with 9 experts of the National Iranian Petrochemical Company in Strategies were involved, the company's strategies were evaluated. The findings show that 55% of the strategic planning of the National Iranian Petrochemical Company reflects the Blue Ocean approach. Also, among the dimensions of the model to be evaluated, which include blue ocean perspective, humanness and the use of appropriate tools, the blue ocean perspective in the formulation of the company's strategies is in a better position than the other two dimensions.