Management
Shahram Khalil Nezhad; Nader Mazloomi; Hoseyn Rahmanseresht; Akbar Moghaddar
Abstract
The formation of strategic thinking in today’s organizations is a complex concept, and the ever-increasing uncertainties of the business environment have made addressing it inevitable. A systematic literature review shows some cognitive concepts in forming strategic thinking, which crystallizes ...
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The formation of strategic thinking in today’s organizations is a complex concept, and the ever-increasing uncertainties of the business environment have made addressing it inevitable. A systematic literature review shows some cognitive concepts in forming strategic thinking, which crystallizes in the higher-order theme of “mental abilities.” This paper specifies these mental abilities in two levels, “theme” and “sub theme.” This research employs the thematic synthesis method to analyze 84 selected sources published between 1980 and 2021. The analysis generated 1110 supporting codes, which identified 37 themes (including five themes and 32 sub-themes) related to the mental abilities required for strategic thinking in organizations and formulated as a thematic map (research model). In order to enhance the reliability and quality of the themes, this research underwent an external audit by seven domain experts.It is worth noting that this article is the result of the first research using the thematic synthesis method on the research topic, and 70.3% of the themes included in the research model have created new concepts and constructs.IntroductionTurbulence and uncertainty are the most important factors in today’s business. These environmental factors render the classical strategic planning approaches ineffective and emphasize the critical need to form strategic thinking. A systematic review of the literature reveals that the formation of strategic thinking in an organization comprises two higher-order themes: “mental abilities” and “administrational capabilities.” Mental abilities have been discussed as “cognitive elements,” “mental process,” “mental power,” and “thinking abilities” by prior researchers, which resulted in ambiguity in terminology in the literature. On the other hand, mental abilities are a vague and complex concept in forming strategic thinking that requires clarification.This research provides a model of mental abilities themes in the formation of strategic thinking as a “thematic map“ in two levels of “theme“ and “sub theme, “using a systematic review of the literature by the “thematic synthetic“ method.Materials and MethodsThis research is “quantitative” in its approach, “exploratory” in its results, and “developmental + applied” in its goals. This research uses the thematic synthetic method to discover themes of mental abilities in forming strategic thinking in organizations at two levels of themes and sub-themes and provides them in a thematic map. The main sources of this research include 84 selected references, 69 in English (spanning 1980 to 2021) and 15 in Persian (spanning 2003 to 2021) with the following typology:- English references: papers (56), thesis (5), books (8).- Persian references: papers (12), thesis (1), books (1).It should be noted that these sources provide 89 models/ classifications regarding the mental abilities in forming strategic thinking in organizations, as follows:- Models (54): English (41), Persian (13).- Classifications (35): English (31), Persian (4).This research is based on 1110 extracted codes from the literature. These codes are as follows:- Type I codes (elements of models/ classifications in the literature): 257.- Type II codes (statements and quotes from the literature): 853. Discussion and ResultsThe research model (thematic map) includes 37 mental abilities in forming strategic thinking at the organizational level, including five themes and 32 sub-themes. A study of the models/ classifications of the sources of this paper resulted in a minimum of 1, an average of 2.88, and a maximum of 11. Comparing the 37 elements in the research model of this paper with the previous studies shows a 37-fold advantage compared to the minimum, 12.84-fold against the average, and 3.36-fold increase compared to the maximum number of elements in those studies, which indicates the superiority of the research model over the previous body of work.In 70.3% of the identified themes, some form of construct creation has happened (54.1% of themes with "concept conformation + concept creation" and 16.2% "concept similarity + concept creation"). Only in 29.7% of the themes in the research model complete "conformity" with the previous works is evident. It indicates the research's innovation level in creating new concepts and constructs and the conceptual development of the work.ConclusionsProviding a precise formation of the identified themes as a thematic map (research model) reduces the complexity, clarifies the research subject, and enhances its understanding. In addition, two levels of themes and sub-themes and laying out the themes in a thematic map play a critical role in this end.Moreover, “trustworthiness” in the thematic synthesis method is crucial. This research studied the views of credible and related methodologists and identified common points in their views to clarify the definition of trustworthiness in thematic synthesis and utilized these views to increase the trustworthiness of the work. In this regard, expanding the number and period of the sources used in the research to increase “credibility,” properly extracting the basic research codes to increase “confirmability,” using a team of expert external auditors to increase “dependability,” and clarifying the method of selecting primary research resources in increase “transferability” of the research are some aspects of this attempt.
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.
Mehdi Haghighi Kafash; Nader Mazloumi; Farzaneh Mirzamohammadi
Volume 21, Issue 64 , August 2011, , Pages 117-139
Abstract
Should the human resource managers be concerned about cynicism and should they attempt to respond to it or not, depends mostly on whether cynicism has any negative effects on employees or their organizations. Many researchers have found that there is a relation between organizational ...
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Should the human resource managers be concerned about cynicism and should they attempt to respond to it or not, depends mostly on whether cynicism has any negative effects on employees or their organizations. Many researchers have found that there is a relation between organizational cynicism and many variables such as job satisfaction, organizational commitment, organizational alienation, and organizational citizenship behavior. As many studies have shown, Cynicism has been associated with negative consequences respectingthe employees. Employees that are cynical about their organization, experience a variety of negative emotions, including distress, disgust and even shame when they think of their organizations. Thesenegative emotions result in emotional fatigue and depression. In this study it is attempted to investigate the causes and consequences of organizational cynicism in the Parsian Electronic Commerce Company. For the testing of research hypotheses, structural equation model (SEM) was used. The test results indicated that psychologicalcontract violation, organizational justice, and perceived organizationalsupport, affect the employee’s organizational cynicism; also thatorganizational cynicism has an effect on employee’s organizationalcommitment, organizational citizenship behavior, and theircounterproductive work behavior.
nader mazlumi; fariba latifi; hivaa aasaai
Volume 18, Issue 56 , January 2008, , Pages 71-92
Abstract
In the competitive world of today, which is marked by uncertainty, people behavior towards risk is a success factor in decision - making. The present paper has investigated the effect of the extent of risk - taking by managing directors on financial performance of the companies listed in Tehran Stock ...
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In the competitive world of today, which is marked by uncertainty, people behavior towards risk is a success factor in decision - making. The present paper has investigated the effect of the extent of risk - taking by managing directors on financial performance of the companies listed in Tehran Stock Exchange. The managing directors' extent of risk - taking was measured by using the standard questionnaire designed by Likert Scale. In order to measure the said companies' financial performance, these indicators were used: Return on Assets, Return on Stockholders Equity, Sale Growth & Net Profit Growth. Given that attitude towards risk vary in profit and loss situations, the relation between the extent of risk - taking and each of the financial indicators was studied separately in either situation. Results of the study only indicate a significant direct relation between a managing director's extent of risk - taking and Return on Assets in profit situations. Regarding the relation between the managing directors' personal characteristics and their extent of risk• taking as byproducts of the research, there is only a significant direct relation between the managing directors' risk - taking extent and their age and managerial experience in loss situations.
nader mazlumi; afshin fathollahi
Volume 18, Issue 54 , August 2007, , Pages 77-96
Abstract
Finding proper means to promote productivity is an everlasting quest for managers of today. In many cases globalization, has enhanced competitive forces to the point that no single company can achieve its. Presumed performance by itself thus making strategic alliances as a must in their highly competitive ...
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Finding proper means to promote productivity is an everlasting quest for managers of today. In many cases globalization, has enhanced competitive forces to the point that no single company can achieve its. Presumed performance by itself thus making strategic alliances as a must in their highly competitive environment. Literature suggest that organizational soft factors, like social capital play key role in the success of the strategic alliances. In the wake of the required mutual trust and commitment among partners, desired outcomes could not materialize. In this paper we provide a conceptual model that indicates how and why social capital can be used to positively affect success of strategic alliances. In this respect A systematic literature review as a recognized evidence based tool has been utilized.
hossein rahmanseresht; nader mazloomi
Volume 12, Issue 47 , November 2005, , Pages 135-160
Abstract
Past studies suggest that the structure and composition of
ownership affect a firm's goals, strategy and I or performance. Most of ...
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Past studies suggest that the structure and composition of
ownership affect a firm's goals, strategy and I or performance. Most of these studies, rely mainly on cross sectional, multivariate analysis, that tend to reduce the complexity of the corporate ownership concentration, ignoring, interaction amongst different forms of ownership, and their effect on firm strategy and I or performance. Focusing on the role of institutional owners, this study poses the following question: (1) What is the relationship between institutional investors shareholding and firm performance? (2) Does the size of shareholding by other groups of stockholders, modify this relationship? And ,does corporate governance of a firm and its ownership structure perse, describe differences in performance of the firms. The data sample is based on 131 non-financial companies listed in the stock exchange of Tehran. Data were collected for a 5 year period (1996-2000). Results from Anova, component analysis and multivariate analysis indicate that, the size of outside institutional stockholding have significant effect is greater for smaller firms. Further investigation, shows that other groups of stock holders do not supplement the relationship between institutional shareholding and firm performance Findings also suggest that the ownership structure and governance of the firm can partly define the variation in firm performance.
nader mazlumi
Volume 7, Issue 25.26 , March 2000, , Pages 65-82
Abstract
Survival of the firm, faced with crisis is considered to be of strategic concern for its st akh o lde rs , As such mature act.io ns taken to help organizations, avert crises or more effectively manage those ...
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Survival of the firm, faced with crisis is considered to be of strategic concern for its st akh o lde rs , As such mature act.io ns taken to help organizations, avert crises or more effectively manage those that do occure, is of strategic importance. This article reviews some of the most important theories and alternative views related to the concept of crisis and organizational crisis management. Lack of adequate integration among different research perspctivies is illustrated and a need to multidisiplinary approach to crisis management and its alignement with the strategic management framework of the firm is emphasised
naadre mazlumi
Volume 4, Issue 13.14 , August 1994, , Pages 65-82
Abstract
Survival of the firm, faced with crisis is considered to be of strategic concern for its stakeholders, As such mature actions taken to help organizations, avert crises or more effectively manage those that do occur, is of strategic importance.
This article reviews some of the most important theories ...
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Survival of the firm, faced with crisis is considered to be of strategic concern for its stakeholders, As such mature actions taken to help organizations, avert crises or more effectively manage those that do occur, is of strategic importance.
This article reviews some of the most important theories and alternative views related to the concept of crisis and organizational crisis management. Lack of adequate integration among different research perspectives is illustrated and a need to multidisciplinary approach to crisis management and its alignment with the strategic management framework of the firm is emphasized.
