business managment perspective
Year:2010 | Volume:9 | Issue:2 (35)|Papers Count:8

Over the last four decades, companies have been interested in diversification strategies and creating multi-business corporations. Therefore, understanding how these corporations might be managed, has been one of the most important issues in management discipline. "Managing diversification and internal relationships in a diversified company" is one of the most important factors that affect performance. The internal development through "internal corporate venturing (ICV)"-independent ventures with full share of parent company-is a most popular mechanism for implementing diversification, especially in technologybased companies. Creating value by combining and coordinating new business units is expected from this method as used for development strategies in corporate level. So, the main goal is to study value creating mechanisms in parent-subsidiary relationship while applying ICV as a method for implementing diversification. This research is based on relational approach to value creating, and has focused on the business units, not parent company for its data. National Petrochemical Company of Iran is the core case for our studies.

with review of previous findings we are facing to this major problem that what are the major patterns or ways, SMEs apply in organizing their marketing mix elements? So, In this study we intend to explain the building block of marketing mix elements in small to medium size enterprise, and in so doing we apply a modernize exploration view, and whit establishing an effective convergence between the marketing and requirement of SMEs, try to explain the nature of the subject. Two types of innovation have been done in this study. First, an effective theoretical contributions and development of marketing knowledge boundaries in SME context, and other, practical participation and recognize the role model of such an active player in marketing activity, Using qualitative approach and exploratory case study strategy. Results showed that the components of Marketing Mix in small and medium size enterprises, including five major elements: Person (owner/manager), Product, Price, Promotion and Place, and 49 sub elements, which the first one (Person), as a new element was extracted in the process of this study and added to other conventional items. However it should be noted that, the content of other elements are different from the conventional ones. Besides, this hypothesis was strengthened that the marketing mix which apply in SME context is different from traditional elements include: Product, Price, Promotion and Place.

In recent years, Competitive Intelligence has become an important issue in business and management. The purpose of this article is to analyze the effect of Competitive Intelligence (CI) on strategic decision making process. The identified attributes of the ideal type of Competitive Intelligence are Data Mining in several sources, real time risk identification, effective multimedia information presentation, Data and information Compression, knowledge sharing tools, on line customized report generators based on inquires and finally information storage, recovery and protection. This article demonstrates that these attributes affect strategic decision making process. Competitive Intelligence affect early stages of strategic decision making process but it is not Impressive. Instead it has more effect on Posterior stages. Research method, in this article, is multiple case studies.

This study is an attempt to answer two fundamental questions: first, Is there any relationship between strategic thinking and performance as an indication of organizational success? Second, how and to what extent organization learning mediates this likely relationship? For this purpose, a conceptual model for strategic thinking was introduced based on literature review. Performance data (ROA) from a total number of 14 corporations registered in Mashhad Stock Exchange was utilized as performance indicator. A designed questionnaire to measure strategic thinking was provided to chief executive officers. Another questionnaire that had been used widely to measure organizational learning in previous studies, was given to the middle managers of the same organizations. Validity and reliability of both instruments were confirmed by using appropriate methods. The results showed a direct relationship between strategic thinking and performance. However, according to the findings of this research, organizational learning did not prove to mediate this relationship.

This research is in regards to empirical assessment of marketing strategy strength in 87 Internet Service Providers (ISP's) companies. This paper extends the qualitative research of Brian Smith (2004) that was the first work in effectiveness of marketing strategy making. By taking a simultaneous perspective, it examines the congruency within both internal environment and external environments. The methodology is quantitative, and uses a descriptive method to extend the findings to the whole population. The findings support the congruency hypotheses. Strong strategy is associated with internal and external congruency. There is strong marketing strategy in presence of at least one kind of congruency (internal or external). But there is no synergetic effect between external and internal congruency. There is a strong relationship between internal and external congruency. Further, within this research a mechanism for the congruency is identified. Interactions between the marketing strategy making process and organizational culture provide an underlying mechanism of internal congruency.

The purpose of this study is to assessment and ranking the components of knowledge management, innovation knowledge and innovation performance. correlation and regression tests were used Then, the most importance components of KM ranked by TOPSIS technique. The Statistical Society of this study was the set of industrial companies' Fars province and the set of industrial companies' beverage and food industries Data collection was including previous literature and interviews with experts (to identify relevant and effective indicators) and questioned Finding show a positive and significant relationship between knowledge innovation and knowledge management and knowledge management and innovation performance. Finally, the most important components of knowledge management that influence KM and innovation performance were ranking using TOPSIS.

Market orientation as an essential concept of marketing has not been studied in Iranian commercial banks with no native scale. This study aimed at develops a native scale for measuring market orientation and its situation in Iranian commercial banks. Accordingly as a result of theoretical and exploratory studies a comprehensive scale was developed which shows dimensions of market orientation. Validity of the scale is confirmed by 70 experts. The confirmed scale is questioned from 300 managers and officers of international department of commercial banks through a 2-page questionnaire. The findings are: (1) A native scale for measuring market orientation in Iranian commercial banks in which the importance of dimensions are intelligent behavior, analyzing and planning of strategic response, implementing and controlling of strategic response and coordinated systems and departments respectively; (2) Market orientation in Melli, Saderat, Mellat and Sepah Banks is appropriate and only in Tejarat Bank is inappropriate.