نوع مقاله : پژوهشی
نویسندگان
1 استادیار/دانشگاه یزد
2 دانشجوی دکتری رشته مدیریت صنعتی، دانشکده اقتصاد، مدیریت و حسابداری، دانشگاه یزد، آدرس پستی: یزد-صفائیه- دانشگاه یزد- دانشکده اقتصاد،
3 کارشناس ارشد رشته مدیریت صنعتی، دانشکده مدیریت، اقتصاد و حسابداری، دانشگاه شهید اشرفی اصفهانی،
4 کارشناس ارشد رشته مهندسی صنایع، دانشکده مهندسی صنایع، دانشگاه صنعتی اصفهان، اصفهان
چکیده
کلیدواژه‌ها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
Aim and introduction: Growth centers are always considered as one of the sectors contributing to the production leap. University growth centers can use the economic and political recession situation as a launching pad for different provinces by having more contact with future students and researchers. On the other hand, the strategy in each organization and institution as clear paths helps organizations to be able to achieve their goals while advancing within the framework. This roadmap, if finalized, will be able to guarantee the organizational achievement of its strategic goals and plans. The purpose of this study is to investigate the relationship between the strategies of growth centers in the southern coastal provinces, in order to provide appropriate programs through effective communication between the strategies of university growth centers.
Methodology: In terms of purpose, method and method of data collection, this research is among the applied, descriptive and survey research. In this study, SWOT technique was used to identify the strategies of university growth centers in the southern maritime provinces. Initially, various interviews were conducted with experts to identify strengths, weaknesses, opportunities and threats. Then the current situation of the southern maritime provinces was examined. For this purpose, using the opinions of 13 experts in this field, strengths, weaknesses, opportunities and threats were identified. These experts have been established in the university growth centers of the southern provinces of the country in the provinces of Sistan and Baluchestan, Hormozgan, Bushehr and Khuzestan, which have had executive and presidential experience. In the following, the relationship between strategies is investigated using structural-interpretive modeling technique. Respondents to the pairwise comparison questionnaire to examine how the strategies relate to the same 13 experts in the previous step. In order to analyze the behavior of each of the strategies in the structure of this research, MICMAC technique was used.
Findings: The findings of the study indicate the identification of 13 strategies for leapfrogging the production of university growth centers so that it can be used to improve these growth centers and quickly upgrade their capabilities. These strategies include using the capacities of the people and institutional assistance to establish a growth center, using the capacity of young educated people to follow the process, supporting quick-return projects to build trust for funding, and forming themes to support projects. Technological and innovative, facilitating access to the Innovation and Prosperity Fund, utilizing the influence of indigenous people living in major decision-making centers, creating the necessary platform for advertising, employing strong and experienced managers, creating a suitable platform to attract elite youth and prevent exit They have been from the city, increasing the potential forces, creating the necessary platform to receive support, employing creative and creative people, and finally employing small industrial units. These strategies were identified through the SWOT matrix with 8 opportunity points, 5 threat points, 5 weaknesses and 8 strengths. The current situation of university growth centers in the southern provinces of the country shows that these provinces are in the position of conservative strategies. Also, other research results indicate the placement of three strategies: "Support of quick-return projects", "Utilization of public capacities and institutional assistance" and "Employment of small industrial units" from the 13 strategies identified as the basis of the model. Also, the research findings in the Micmac analysis section show the placement of 13 strategies in all dimensions of the matrix. Also, the linking part of the MICMAC matrix has the largest number of strategies, which indicates a high correlation between the strategies developed.
Discussion and Results: The results of this study can be used by managers of growth centers in the southern maritime provinces as a macro decision-making roadmap to achieve a leap in production, the possibility of employment of educated people in the relevant provinces. Due to the Swat matrix of these provinces in a conservative situation, the best approach is to improve the weaknesses within the organization in order to take advantage of environmental opportunities. The placement of three specific strategies, "Support for High-Efficiency Plans", "Utilization of People's Capacities and Institutional Assistance" and "Employment of Small Industrial Units" at the first level of interpretive structural modeling structure, shows the growing importance of the employment debate through support. High-yield enterprises and institutions are based on knowledge in order to accelerate the production leap in the provinces in question. On the other hand, the results of this research can be used to provide suggestions to other researchers to use the results of this research to prepare a coherent schedule to advance organizational goals. This program can be a special guide for decision makers in this area. Keywords: Strategy, University incubators, SWOT, Strategic Map, Structural-Interpretive Modeling
کلیدواژه‌ها [English]
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