مدل کنترل راهبردی گمرک جمهوری اسلامی ایران

Introduction & Aim: It should be acknowledged that in the current situation, the pressures caused by the globalization of the economy or the World Trade Organization have caused negative and positive effects and results for the goals outlined in the 20-year vision document that the business environment Has posed serious international challenges. These challenges, in turn, require the development and implementation of appropriate strategic strategies and controls. Strategic control helps community managers to take into account environmental changes, such as changes in the nature of competition and the effects it can have on the development of the country's organizations. In many organizations and companies, the program they have designed a strategic plan without considering strategic control. In fact, strategic management has three aspects of development, implementation and control, which are mainly neglected by the strategic control side, while strategic planning is very suitable for turbulent and dynamic environmental conditions, and more importantly, strategic control. It is very important in these environments. This study tries to show the importance of controlling strategic planning and can provide a model for controlling strategy. And finally test this model by quantitative methods.
Methodology: This research is of developmental-applied type in terms of purpose and descriptively combined with research approach. In this research, integrated research method has been used. In other words, in this research, qualitative and quantitative methods are combined. In the first stage (qualitative part), the purpose of this study was to identify the variables of strategic control model and model design. The Delphi method was used to achieve this goal. At this stage, first the research texts were studied, ie research-related research in the strategic control model was reviewed. Then, based on the findings of previous researches and their logical integration, the dimensions and components of this concept were extracted and in three stages of Delphi as a closed and open questionnaire was provided to experts. In the second stage (quantitative part), in order to investigate the effect of dimensions and components on the strategic control model and test the strategic control model, which is specified and designed from the qualitative stage, a researcher-made questionnaire with a 5 Likert scale was used.
Findings: Iranian Customs has two sides of developing and implementing strategic planning but lacks strategic control. In 1998, 17 important variables were identified for the strategic control model of customs and the strategic control model was developed based on it. These 17 variables are "background conditions including: diagnostic, interactive, content and process controls, intervention conditions". Includes: incentive control, cultural control and informal control, environmental conditions including: objective-oriented control, humanistic fundamental control, gradual control, process-oriented gradual control, and intra-organizational environmental control including: preoperative, intraoperative control, "Feedback, environmental monitoring, abrupt change and benchmarking (optimization) and performance." Then, to be more sure of the obtained model, the model was tested in the form of PLS software with a quantitative questionnaire with high reliability of 80% which was distributed among 290 executive and staff customs staff in Tehran province and the results confirmed 17 variables. Ganeh also confirmed the model obtained based on 17 variables in a quantitative manner.
Discussion and Conclusion: All 17 variables of strategic control in the 4 main deputies of the Customs Organization along with their subdivisions and 2 supervisory departments and all executive customs could be used separately and the final model of strategic control causes customs to achieve strategic goals and priorities. Based on the software analysis and structural equation analysis, 4 sub-hypotheses, namely contextual conditions, intervention conditions, internal organizational conditions and environmental conditions have a positive and significant effect on the strategic control of Iranian customs. Therefore, the conditions of the internal environment had the most impact and the background conditions had the least impact on the strategic control model. In the context, 4 indicators were considered that content control and process control had the most impact and diagnostic control and interactive control had the least impact in the model, respectively. In the intervention conditions, three variables were considered that were informal control, cultural control and incentive control in the strategic control model, respectively. In terms of the internal environment in which 6 indicators were identified, retrospective control or feedback, abrupt change, benchmarking and performance, in-house control, environmental monitoring and predictive control were important, respectively. In environmental conditions, 4 indicators were identified that were fundamental goal-oriented control, human-oriented fundamental control, process-oriented gradual control and gradual control, respectively. According to research, each of the above four variables in general and in part and depending on the situation have a significant impact on the strategic control of the organization. This effect also applies to the customs organization.