IRANIAN JOURNAL OF MANAGEMENT SCIENCES
Year:2015 | Volume:10 | Issue:39|Papers Count:5

In the strategy literature, the combination of the dual capabilities of exploration and exploitation is called "organizational ambidexterity". Organizations in one hand should maximize utilization of current resources, and in other hand, they should enter new sphere to adapt themselves with environmental changes. In this research, we study how to realize ambidexterity by designing appropriate relationships between marketing and sales departments. Despite similarities in working areas, there are structural differences between sales and marketing departments. Previous studies indicate that the proper alignment between the two departments is a critical challenge for many organizations. Based on a multiple case study method, and a qualitative approach in data analysis, we studied five FMCG companies in Iran. Research output is a new theoretical framework for explaining the mechanisms and consequences of configuration of sales and marketing departments. The results show that appropriate configuration of the relationship between sales and marketing departments not only can solve existing challenges but also by using integration mechanism and structural differences between two departments can pave the way for realizing organizational ambidexterity. Mutual support between sales and marketing is an important factor in the realization of organizational ambidexterity.

Lack of a formal process for benefits management is considered as one of the main factors of failure in achieving expected benefits from investments in Information Systems. Although various models have been proposed for benefits management process, their practical application has been limited due to the lack of integration with Information Systems projects’ lifecycle. This research attempts to identify the main phases of Information Systems project lifecycle, map connections between these phases and different stages of benefits management lifecycle, and introduce benefits management activities and related inputs and outputs separated by their attributed phases. The proposed framework has been totally validated based on the opinions of the domain experts. The applicability and usefulness of this framework has been evaluated through scrutinizing Information Systems projects in System Group company as one of the forerunners of the software industry in Iran. The results indicate that more benefits has been realized in those projects that paid more attention to the benefits management activities proposed by this research.

This article intends to identify the influence mechanisms of executive/non-executive board composition, on board attribution about firm performance. To this end, the case study method was chosen. In the case study, each member’s causal interpretation of a critical incident, how executives and non-executives think differently, and their process of coming to a collectively agreed attribution was investigated. Data was gathered through semi-structured interviews with all members of the board and was analyzed using qualitative techniques. According to the results, board of directors’ collective attribution formation process can be divided into three stages of members’ expression of perceived information and facts at board meetings, forming the individual judgments of members, and at last, agreement on the collectively admitted attribution. We found that individual attribution judgments are directed by members’ perceived scope of control, and this perceived scope of control may differ systematically in executive and non-executive members. At the stage of agreement on a collective attribution, board members’ referent power determines the weight of their judgments in the collective attribution.

The aim of this study is to propose an approach for selecting and separating performance indicators of service supply chains. In this appraoch, a 10 point scale has been used in designing the questionnaire, and the importance of each indicator has been determind in the double-bilateral supply chain from the viewpoints of customer and service provider. Five hospitals at the center of Isfahan province have been selected, and their indicators associated with the ultrasound process that were addressed as SMART in previous studies, have been investigated. Based on the NIS approach, the importance value of each indicator has been determined and they have been separated from the viewpoints of service provider and service receiver. By determining the importance value of each indicator from the viewpoints of service provider and customers, an organization can make appropriate plannings. This in turn will lead to increased productivity, efficency and effectiveneess; satisfied employees and customers; enhanced objective oriented service in the supply chain; higher turnover; and agile supply chain. NIS is a developed form of Net Promoter Score (NPS) in the domain of customer loyalty and is being applied in supply chain management for the first time.

To understand why CSV often goes away and how important strategic thinking is, a manager should understand the relationship between competitive advantage, value creation, and business strategy. Every manager knows something about those things individually. Competitive advantage means outperforming competitors along dimensions like cost, technological capability, and acquisition of raw materials or providing superior value to customers. Value creation is the increase in shareholder value, which requires that the company earn more than its cost of capital, but not every manager understands how competitive advantage and shareholder value interact. A sound strategy generates both: for a strategy to win in the marketplace, it must create sustainable advantage; only when a strategy wins in the marketplace, it can generate sustainable shareholder value. In this paper, we will define and analyze shareholder value creation. To help us understand this concept better, we will use Iranian Banks, between 2007 and 2014. To obtain the created shareholder value, we must first define the increase of equity market value, the shareholder value added, the shareholder return, and the required return to equity. We have collected necessary data through Comprehensive Database of All Listed Companies. Results show that 45 percentage of total created shareholder value in banking industry created by only two leading Iranian banks.