Mohammad Vakili; Hamed Dehghanan; Hossein Rahmanseresht; Vahid Khashei Varnamkhasti
Abstract
Today, the use of strategy consultancy in most organizations is not a choice, but a necessity. Strategy consultants have irreplaceable role in the success of organizations. Competency and competency-based management has been considered widely in recent years. Despite this fact, less attention has been ...
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Today, the use of strategy consultancy in most organizations is not a choice, but a necessity. Strategy consultants have irreplaceable role in the success of organizations. Competency and competency-based management has been considered widely in recent years. Despite this fact, less attention has been paid to competencies of strategy consultants. This study aims to discover the competencies, determine the relative importance of each competency and finally suggest a comprehensive competency model for strategy consultants. So a mixed (qualitative-quantitative) research was conducted. At the first stage (qualitative research) based on the data approach of Glaser grounded theory and through deep interviews with 21 experts in strategy consulting, 25 competencies of strategy consultants were identified. At the second stage (quantitative research), by fuzzy Dematel method, relative importance of these competencies and the relationships between them have been identified and finally a comprehensive model has been presented. Among the important results of this research is that at the level of main categories, personality competencies and at the level of sub-categories, management and organizational knowledge, strategic thinking, mindfulness and leading the leaders are of the highest importance and effectiveness.
Tayyebeh Amini; Majid Nasiri; Parviz Saeidi; Ebrahim Aabbasi
Abstract
The turmoil in the business environment has led to unpredictable changes that, on the one hand, have created new opportunities to gain value and, on the other hand, have hampered companies' competitive advantages and, in some cases, led to their disappearance. In such an environment, successful organizations, ...
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The turmoil in the business environment has led to unpredictable changes that, on the one hand, have created new opportunities to gain value and, on the other hand, have hampered companies' competitive advantages and, in some cases, led to their disappearance. In such an environment, successful organizations, especially knowledge-based companies, seek to use strategic entrepreneurship, that is, taking advantage of current competitive advantages and discovering innovations that determine future competitive advantage, as a key factor in achieving success. The need for strategic management and entrepreneurship activities simultaneously in the form of strategic entrepreneurship leads to a significant impact on the success of the company, the development of competitive advantages, effective allocation of resources in proportion to current and future activities. This research has used the meta-combined method to explain and identify the indicators of strategic entrepreneurship which has led to the identification of 70 codes, 16 concepts and 6 categories and has leveled them using the interpretive structural modeling method. It has been the case that environmental factors at the fourth level, organizational factors, economic factors and innovative factors at the third level and individual and social factors at the second level and entrepreneurial opportunities and capabilities at the first level.
Mohsen Moradi; Mohammad Rasoul Heshmati
Volume 23, Issue 75 , September 2014, , Pages 69-69
Abstract
Human resources are the basic column in organization and human resources management is considered as the strategic activity for maintaining and reinforcement the competitive advantage. Therefore, managing this vital resource requires strategic approach and strategic management. So, design the strategies ...
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Human resources are the basic column in organization and human resources management is considered as the strategic activity for maintaining and reinforcement the competitive advantage. Therefore, managing this vital resource requires strategic approach and strategic management. So, design the strategies of human resources is the first step of strategic human resources management. This paper aims to design the strategies of human resources in Mashhad Municipality, which was done by implementing SWOT method. Firstly, the main internal and external factors in relation whit human resource context were recognized and scored by human resource experts. After that, primary strategies of human resources were designed by using the SWOT technique and ultimately the appropriate strategies for human resource system have been offered by means of Internal-External quarterly matrix. Result showed that competitive and aggressive strategies were the best options for human resource system ofMashhad Municipality.
Nader Mazloomi; Ali Motevalli
Abstract
Strategic management contains three major stages, planning, implementation, and control, assessment. Implementation the strategies is the general stage of strategic management. setting up a strategy which never gone to be Implemented, is a waste. So the next step after setting the strategy is implementation, ...
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Strategic management contains three major stages, planning, implementation, and control, assessment. Implementation the strategies is the general stage of strategic management. setting up a strategy which never gone to be Implemented, is a waste. So the next step after setting the strategy is implementation, to transform long strategies to short activities and optimal targets. The implementation stage is the most difficult stages, since the ideas and strategic approach should transform to the practice. Many strategy plans just documented in organizations but there is no implementation, because manager dose not focuses to the implementation as well as setting the strategy. This paper emphases and focused to the specifications which can act as the variable to simplify implementation of strategies. In the other word the target of this study is to identify and determine suitable conditions in organizations to implement a strategy. In this paper two manufacturing companies (a public stock and a private stock) and a servicing company (private stock) is studied deeply and interviewed with more than 23 manager, advisor and, strategy planer across the companies. These companies had the documented strategy plan and implemented that strategy. Then by utilizing the fundamental Theory research methodology, the interviews texts were coded and various concepts and categories exported. These categories again approved by the interviewers and finally delivered a model base on the paradigm model framework. The constitutive factors of this model have shown how the strategic plans can implemented in a rational view. Actually this model has shown the transformation stage of strategy plan to the practice. In the other word the model determines the suitable conditions for implementation of the strategy. Using this model can fill the gap between setting a strategy and to put it in practice and make it implementable.
