The Theories of Organizational Behavior
Saber Taghipour; Seyednajmoudin Mousavi; Mohammad Hakkak; Reza Sephahvand
Abstract
, the purpose of this study was to design a demonstration policy model in the banking industry. The qualitative community in this research was formed by all university professors in the field of public administration, banking management, strategic management, along with board members and CEOs of the ...
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, the purpose of this study was to design a demonstration policy model in the banking industry. The qualitative community in this research was formed by all university professors in the field of public administration, banking management, strategic management, along with board members and CEOs of the country's banks, and the number of participants in this study was 18 people. The quantitative statistical population of this study was made up of board members and senior managers of the country's banks. The number of 45 people from the statistical population was determined as the research sample. The findings of this study showed that organizational culture, personality traits of managers, environmental requirements, politicking, emotional intelligence, demonstrative management style, speculation, non-demanding, purposeful orientation of public opinion, showcase performance, organizational conditions and organizational atmosphere are considered as the main dimensions of performance policy in the banking industry. The identified prioritization showed that in the order of personality characteristics of managers, targeted orientation of public opinion, organization, organizational culture, environmental conditions, organizational climate, emotional intelligence, showcase performance, organizational conditions, non-existence, style Demonstrative management and politicization are important aspects of dramatic politicization.
Management of Organizational Development
Maryam Khalilzadeh Salmasi; Payam Hanafizadeh; Soroush Ghazinoori
Abstract
Digital transformation requires banks to move towards exploring new opportunities in addition to exploiting existing facilities. Therefore, banks seek to create organizational ambidexterity by forming alliances with organizations from different industries. The purpose of this article is to answer what ...
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Digital transformation requires banks to move towards exploring new opportunities in addition to exploiting existing facilities. Therefore, banks seek to create organizational ambidexterity by forming alliances with organizations from different industries. The purpose of this article is to answer what type of alliance banks can form with different actors to lead to organizational ambidexterity. For this purpose, the initial conceptual model was formed by synthesizing the ambidexterity, the industrial similarity and the tie strength theories. Then, the code co-occurrence matrix was extracted from the content analysis of 115 empirical articles of alliance in the banking industry. The co-occurrence matrix was used to customize the conceptual model for banking industry in order to propose the type of alliance of the bank with other actors. The conceptual model shows that any type of alliance, based on industrial similarity of the actors with the banking industry, realizes some factors of exploration and exploitation in the form of trade-offs. Therefore, the decision to determine the appropriate type of alliance should be made according to the priority of exploration and exploitation factors based on industrial similarity of actors.
mahmud mohammadian; fereshteh amin
Volume 18, Issue 56 , January 2008, , Pages 141-172
Abstract
One of the main issues in the marketing context is relationship marketing relationship marketing refers to the developing long term mutual relationship with public and organizations and concerned groups and has base is creating desirable and effective relationship with customers in order to sustain customers. ...
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One of the main issues in the marketing context is relationship marketing relationship marketing refers to the developing long term mutual relationship with public and organizations and concerned groups and has base is creating desirable and effective relationship with customers in order to sustain customers. Relationship marketing aims for customer orientation and achieving customer satisfaction and loyalty to wards organization because customer the main source of organizational income and benefit. Organizational resources on the other hand force the organizations to priorities their customers in order to offer their service according to the priority of customer categorizes and achieve the maximum added value from developing relationship with customers. In this paper we refer to two conceptual models of prioritizing customers and the process of prioritizing customers which has applied in the governmental Iranian banks, using AHP technique.
