JOURNAL OF STRATEGIC MANAGEMENT STUDIES
Year:2014 | Volume:5 | Issue:19 |Papers Count:7

Today organizations to acquire Competitive advantage, while implementation of a strategic approach to the turbulent environment around them, following is the factors affecting their performance to identify and measure the effects of these agents and reinforcement, to ensure their survival. On the other quality of human resource plays a vital role in the success of the organization. However, determination the ability of staff for this success is often difficult. But some organizations HR competency model as a strategy for human resources are used to using these models in human resource systems, to improve their performance. Models of social competence, knowledge, skills and abilities, and other characteristics that are needed to function effectively on the job are. The aim of competency model is identify the optimal use of human resources and competencies in line with the organization's strategy. Therefore, this study aimed to assess the suitability of staff and its impact on organizational performance in this area is to provide solutions. Research methods, descriptive correlation (regression analysis) and statistical community managers and industry experts are banking. To collect data from library studies and questionnaires were used as research tools. Data by Spearman correlation and multiple regression method and were analyzed by Spss software. Results show that there are Correlation between the model results and the impact of competence and organizational performance.

In competitive world where such goods or services offered by competing firms are more similar to each other every day, it is hard to make surprise the customer in long-term via even creative services, because most innovative services quickly imitated by competitors and offered to market, in result investment on customer satisfaction is effective and profitable investment for companies. In this regard, an important element in achieving competitive advantage is concerning to customer switching barriers. In this study attempts to identify and evaluate the customer switching barriers in the appliances industry, and then deliberate whether the customer switching barriers can lead to increase customer satisfaction and value. Therefore, 330 questionnaires were distributed between LG products and Goldiran services customers.

This study investigated the role of of Intelectual capital on labor productivity among the staff the University of Urmia. Statistical population of the study included of all staff using a sample-stratified random sampling-relative-214 based on the Cochran formula was selected as the sample. Data were gathered through two standard questionnaires, capital and labor productivity. Data collection, the data analyzed based on research hypothesis with using of descriptive statistics and inferential statistics such as mean, standard deviation, t test, Pearson's correlation and step by step regression analysis. Results showed between Intelectual capital and its elements with labor productivity are positive and significant correlation. Structural capital, relational capital and cognitive capital have Predictive power of labor productivity positive and significant. In conclusion it can be stated that social capital is effective on labor productivity.

This study investigated the relationship between key talent management capabilities with organizational innovation potential have been conducted. The purpose of the research and practice of performance, measurement techniques– correlation. This research purpose of the research and the methods implemented, survey-are correlated. According to the calculation Table Krejcie and Morgan for staff population of 110, with a sample size n= 86 is sufficient. Variables by using talent management and organizational innovation were two questionnaires. Results showed a positive correlation between the key feature oftalent management and organizational capabilities that are at the level (p= 05/0), equal to 00/0 is. Also the results showed that the capacity fore of talent management, performance management, learning and development, employee recruitment and retention, communication and empowerment, the (p< 05/0) have a significant relationship with organizational innovation.

Like all other organizations the universities need their operations to be examined and assessed in order to benefit optimally and more effectively from their limited sources. Present study is to define a model to assess necessarily universities’ operations based on humanistic, research, and administrative-logistic, cultural and educational studies by contingency factors (Environment, size, life cycle) among Esfahan and Shiraz provinces. The present study data were collected by 64-question questionnaire and the universe included 322 members of scientific board, specialists and directors. Having examined the data it became known that all factors have positive and significant effects on the assessment except the cultural factor. Of course, such effect increases or decreases by contingency factors. The coefficient to define the study data indicates all humanistic, research, administrative-logistic, cultural and educational sources variables justify totally 68. 30 percent of the operation assessment effective variable variance. By virtue of the gained path coefficient it can be said that the most effect was by the educational sources indicator (It had a greater path coefficient) and then the study sources, humanistic sources, administrative-logistic sources, cultural sources were second, third, fourth and fifth, respectively.

The main target of this research is to explain the pattern of family ownership on the performance of listed companies on the Tehran stock exchange from the year 2006 to 2011. In this research family Ownership has been surveyed as an independent variable and the influence of it on the Return on asset as the criteria of Firm performance has been studied. Firms in which at least 20% of their exchange is handling with individual or group families member or at least one of the relatives are board of directors of executive manager has been counted as family firms. The result of analyzing 95 Firms during 2006 till 2011 on 95% level of confidence shows that: The rate of family Ownership has the positive and direct influence of the performance of firms (ROA). From the family Ownership rate of 50% and higher, family Ownership has direct and meaningful influence of the performance of the firms and this is not valid for lower rates. Also with the increasing of the rate of family Ownership the coefficients amount has increase which shows that with increasing the rate of family Ownership its influence intensity of it on the Firm performance increases. The existence of family Ownership has the positive and direct influence of the performance of Firms (ROA).

The aim of the study design and valiate the strategic positioning model, the Bisotoun is a petrochemical company. Statistical community, Bisotoun petrochemical company, and the sample of 151 managers, engineers, experts of the company. Tools for data collection. The questionnaire Content validity and reliability of the questionnaire, using the judgment of experts, professors, and experts and Cronbach's alpha coefficient ( 0/978 = alpha ), has been approved, and to find an optimal model of Amos software, and the equations structural (SEM), is used, while for the combination of variables, and multivariate linear regression analysis applied, using principal component factor analysis to test the research questions, and the final model of research has been. It was found that conceptual variables, the factors underlying the marketing mix variables, and environmental variables on the strategic positioning (including the four components of growth and profitability, relative market share, competitiveness and attract customers), are effective in Petrochemical Bisotoun company. Inscription, while, among other parameters, there is a significant positive relationship. In the category of strategic positioning variables, the variable relative market share has the greatest impact, and changing clients, than other variables, the effect is minimal.