MODELLING THE STRATEGIC CHANGES IN IRAN'S BANKING INDUSTRY

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DIVANDARI A.

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ISSN: 2588-4824

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Journal: ECONOMIC RESEARCH REVIEW Year:2006 | Volume:5 | Issue:4 Page(s): 147-180

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Title

MODELLING THE STRATEGIC CHANGES IN IRAN'S BANKING INDUSTRY

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DIVANDARI A. | Issue Writer Certificate

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Abstract

The literature of management is inundated with abundant discussion over the need for change and transformation in work processes, organizational culture and technology. But little has been said about change modelling, its implementation and strategic choices in successful implementation of changes. This article presents a few definitions for the concept of strategic change and reviews the conventional models of change. Then a model is selected and analyzed based on which change model is presented for the four major banks in Iran. The present study determines the change strategy for each of the banks under study based on their level of readiness for embracing change. The results of this study show that each of the four banks under consideration has its own particular circumstances and consequently the strategy of transformational change would differ from one to another. This is particularly significant regarding the fact that all four banks are state-owned firms and the change programs assigned to them typically follow a stereotype model. The lack of a contingency plan of transformation, seems to be one of the major reasons for the failure in such programs in state-operated banks in the country.

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APA: Copy

DIVANDARI, A.. (2006). MODELLING THE STRATEGIC CHANGES IN IRAN'S BANKING INDUSTRY. ECONOMIC RESEARCH REVIEW, 5(4), 147-180. SID. https://sid.ir/paper/66952/en

Vancouver: Copy

DIVANDARI A.. MODELLING THE STRATEGIC CHANGES IN IRAN'S BANKING INDUSTRY. ECONOMIC RESEARCH REVIEW[Internet]. 2006;5(4):147-180. Available from: https://sid.ir/paper/66952/en

IEEE: Copy

A. DIVANDARI, “MODELLING THE STRATEGIC CHANGES IN IRAN'S BANKING INDUSTRY,” ECONOMIC RESEARCH REVIEW, vol. 5, no. 4, pp. 147–180, 2006, [Online]. Available: https://sid.ir/paper/66952/en

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