JOURNAL OF STRATEGIC MANAGEMENT STUDIES
Year:2016 | Volume:7 | Issue:26 |Papers Count:12

Studies show that in the today global business environment, the pace of change and uncertainty and competition is growing up. In this environment, those competitors will have a better performance that work together on parts of their value chain. Cooperation between competing companies that so called co-opetition is one of the new business strategies for dealing with the environment uncertainty. This study sought to examine the impact of co-opetition strategy on innovation performance and market performance of companies by considering uncertainty in the market, the intensity of competition and network externalities as moderating variables. This is an applied study, using quantitative approach to test the developed hypotheses. The study population consists of Iranian companies operating in the information technology industry (IT). Data were collected from 180 companies. The hypotheses were tested using structural equation modeling. The results showed that co-opetition has significant positive impact on innovation performance and the performance of the market. Meanwhile, the intensity of competition and the uncertainty in market moderate the relationship between the co-opetition and innovation performance.

External environment of organizations includes in uncertainty, ambiguity and transformation. Therefore, making decision is very difficult for managers and traditional approaches of strategic planning are not confirmed by them because of lake of flexibility and future predictability. In these circumstances, strategic directors of organizations track an approach using the intuitive decision making skills and improvisational capabilities which result in quick decisions in facing challenges and help them improve the performance by responding to external changes quickly. Improvisation is defined as the creation of new responses, without the previous planning and certainty of its outcomes. In other words, improvisation is planning and implementation of strategy simultaneously. The purpose of this research is to survey of the relationship between the strategic improvisation and performance giving the three components of the pace of environmental responses, resilience and adaptiveness, and process agility. The population of this study is the managers of knowledge-base companies located in Science and Technology Park of University of Tehran. Data of this research is collected by the questionnaire. To analyze data, Pearson coefficient and Structural Equation Model are used. The results of research show that giving the restrictions of planning in turbulent environments, the managers can help the organization improve the performance by making improvisational decision. Strategic improvisation enhances the ability of responding to the environmental challenges, causes the organizational flexibility, and increases the agility of organization.

The researcher tried firstly to design the localized leadership competencies model of Tehran Municipality Organization (TMO) in primary phase, and secondly to present the leadership competencies development methods in phase 2. In the first phase, with comparing past theoretical research in leadership competencies with results that inferred from 22 expert interviews, 5 components – individual/subjective, individual/personality, interpersonal, organizational, and cross-organizational – , 18 competencies, and 120 behavioral model of leadership model in TMO were extracted in Delphi Panel framework. In the second phase, based on data collected from 7 competency development experts' interviews, leadership development methods were extracted. Using focus group consist of 11 experts, 5 development cluster – developmental Assignments, Formal programs, Developmental relations, Feedback processes, and Self-developing activities – were selected and finally at the end of Focus Group, a matrix questionnaire(5 components of leadership competencies in one axis and 30 competency development methods and method clusters on the other axis) were made. Then the questionnaire was distributed and 403 questionnaires were collected. The Friedman Test analysis shows that in individual/subjective components, the methods cluster of self-developing activities with mean 2. 2, in individual/personality components, the methods cluster of feedback processes with mean 2. 1, in interpersonal components, the methods cluster of developmental relations with mean 1. 8, in organizational components, the methods cluster of developmental assignments with mean 2. 1, and finally in cross-organizational components, the methods cluster of developmental assignments with mean 2. 1, have the high rank.

The objective of the research is to design and explain a strategic model based on customer value proposition and employee value proposition in Iranian agile companies. Based on a qualititaive metheod i. e. “ Grounded Theory” approach, this study aims to provide a comprehensive framework containing, product, employer and corporate brand in an aligned context. In this research, and through both desktop studies as well as in-depth interviews with top directors of Iranian agile companies, key factors and concepts are deeply studied, collected, reviewed and analyzed. At the end and according to the findings of the research, managerial implications and future directions are proposed.

In the present research, organizational components, characteristics and patterns of world-class procedures were studied. They were surveyed considering world-class production and patterns of banking service which led to 13 components and 39 corresponding indices that were recognized as best for achieving world-class banking industry. The pair comparison was made using fuzzy analysis, following Banking experts’ advices which reflected in the context of questionnaire to obtain appropriate necessary data. World-class criteria on service quality were compared using fuzzy AHP as well as customer satisfaction on each item and item importance from the viewpoint of the customers. The items were ranked finally. Goals, vision, assets and loan management, planning, control and information management system can be considered as components, each of which includes various characteristics.

The purpose of this study is to design a model for promoting organizational performance by Strategic Entreprenuership in the Small and medium-sized enterprises in Kurdistan provience. At first, the literature review has been studied and the metrics are extracted. The statistic society includes of 320 managers of small and medium enterprises and 175 samples are selected from randomly among these companies. The data is ghatherd by questionnaire and finally the operational model using regression analyses is developed. The results show that only 4 dimensions of strategic entrepreneurship include innovation, hyperactive, competitive aggression and risk taking are effected on on percived performance.

In economic and management literature a discussion titled "organizational sustainability" has been put forward. The sustainability paradigm to some extent replaced by success in management literature. Approximately, most of the organizations define the acquisition of sustained success in their value system. Organizational sustainability is the ability to maintain or to develop the performance in the long term and continued satisfaction of stakeholder over time. The general goal of this study is the investigation of degree of organizational sustainability and representing solutions to enhance it with knowledge management perspective in Tehran Industrial Estates Company. With respect to the goal of the study the population includes all the experts and managers of Tehran industrial estates. A total of 114 people, among them 88 were selected randomly. The results of data analysis show that, the degree of sustainability of Tehran industrial estates is 2. 6204 that is Tehran industrial estates is a proactive organization. Given the scores of knowledge management activities, the priorities of improvement were determined and they are as follows: publishing, assessment, development, use, goal setting, and maintenance, acquisition and identification of knowledge. Due to the fact that the organization is proactive with regard to sustainability, goal should be set to achieve a higher level of sustainability that is flexible level and in this case solutions have been presented to organization.

the purpose of this study was to evaluate the impact of social capital on knowledge strategic sharing and organizational performance. The method used in this study, for the purpose of application of the descriptive nature. The population of this study, all the employees of the Social Security Organization of Karaj city, whose number is equal to 140. Of the target population based on the sampling table krejcie and Morgan (1970), 103 were selected. To select the sample, a random sampling was used. To collect standardized questionnaire Kim et al (2013) was used. Vote to determine the reliability of the questionnaire, Cronbach's alpha coefficients for the variables of social capital (0/884), knowledge sharing (0/799) and organizational performance (0/822), respectively, and reliability was approved. T-test for data analysis and path analysis were used by software smartpls. Social capital is also related to the acquisition of knowledge p = (0/567) and knowledge sharing p = (0/574) positive and direct impact. The acquisition of knowledge p = (0/240) and Share p = (0/488) knowledge has a direct impact on organizational performance.

Capital productivity refers to manager ability in optimal company’ s capital usage as an important and limited source. Value-growth migration refers to stock’ s position changings from value position to growth position. In this study we use CTEV ratio as Value-growth migration factor instead of book value to market value ratio ( ). The goal of this study is to investigate the relationship between Value-growth migration and capital productivity. To investigate this relationship we use Fama-MacBeth two-step regression. The Population of the research consists of all companies that had been in the list of the Fifty Active Companies published by Tehran Stock Exchange from 1388 to 1393 at least once. Finally with considering the restrictions we chose 80 of these companies. The results show significant relationship between Value-growth migration and capital productivity.

Nowadays, organizations are operating in a full of complex, ever changing and unpredictable environment, so that technological changes in providing goods and services, creating new organizational structures, new competitive methods and unique methods of sales indicate the importance of planning of top management team in line with the organizational success. Therefore, an attribute which is important more than ever is resilience of top management team from two dimensions of its beliefs and adaptive capacity with these environmental events. So, in this paper the effect of connectivity of top management team on their resilience was investigated amongst 500 industrial active units located in Mashhad-Toos Industrial Zone, as the statistical population. Statistical sample was comprised of 185 organizations. Analysis results using structural equation modeling showed that the tested model had a goodness of fit to data. The effect of connectivity of top management team on efficacious beliefs of resilience and adaptive capacity of resilience was confirmed in line with related previous studies.

Establishment of free trade zones is one methods ofattracting the forogn direct investment that can leads to facilitating the free economic and help to promotion and development. In this way the administrative structure of free trade zones are very important. According to Iranian law free trade zones are administrate by a govermemntal compant which has all governmental authority excep military affairs. After considering act of the implementation of principle 44 of Iranian constitution it seems that after removing some barriers, privatization can occurred in this area. Privatization can be occured at two levels. At the first level, with reconstraction of stracture of zones, some soverign duties of all of Iranian free zones confered to a constrated and unit organization and current organizations of zones changed to very smaller organizations and as representatives of central organization do soverign duties. Other subjects and affaires must confer to some transferable companies and in the second level, management of such companies can be transferred to the private sector.

In a cultural approach, we can say globalization is the process of increasing intensity of time and space by which people in the world and as informed in the global world are integrated and have new information. This study with an Interpretive approach, applied qualitative methodology and ethnomethodology method and a deep interview was performed with 28 Youth aged 18-35 years from Tehran, 4 groups of youth subculture, document collection were performed in the everyday life and consumption-identity models and relevant justifications were also evaluated by the experts. The collected data was achieved in the form of combined method ranging from subject coding, dialogue analysis, document analysis, qualitative content analysis and besides description of additional conditions, five general aspects, local (particularism) experience in the form of experience of rejecting global issue based on local sources and different types of global-universalism were evaluated based on four approaches of passive, eclectic, innovative and multiple with globalization issue.