پیشایندها و پسایندهای نوسازی راهبردی

نوع مقاله : پژوهشی

نویسندگان

1 دانشجوی دکتری مدیریت دولتی، دانشکده اقتصاد، مدیریت و علوم اداری ،دانشگاه سمنان

2 استادیار گروه مدیریت دولتی،دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان

3 استاد گروه مدیریت، دانشکده مدیریت، دانشگاه تربیت مدرس

4 استاد، گروه مدیریت، دانشکده مدیریت و اقتصاد، دانشگاه لرستان، خرم آباد، ایران

چکیده

نوسازی راهبردی زمینه تناسب راهبردی پویا بین سازمان و محیط را فراهم می سازد. علی رغم اینکه نوسازی راهبردی در دنیای متحول امروزی اهمیت بسیار زیادی دارد و عمده دلیل شکست سازمان ها را می توان به آن نسبت داد، تحقیقات منسجمی در این خصوص صورت نگرفته است. به این ترتیب هدف پژوهش حاضر، شناسایی و تبیین پیشایندها و پسایندهای نوسازی راهبردی در شرکت های دولتی است. این پژوهش از نظر هدف، کاربردی و از حیث ماهیت و روش، توصیفی ـ پیمایشی و در زمره پژوهش های آمیخته می باشد. در بخش کیفی 15 نفر از اساتید رشته مدیریت با استفاده از مصاحبه نیمه ساختاریافته و در بخش کمی، 26 نفر از مدیران میانی و ارشد شرکت های دولتی تابعه ایدرو با استفاده از پرسشنامه مقایسه زوجی مشارکت داشتند. برای کدگذاری داده ها از نرم افزار Atlas.ti و برای اولویت بندی پاسخ ها از فن دلفی فازی استفاده شده است. یافته‌های پژوهش نشان داد که فرهنگ سازمانی، منابع اقتصادی، فناوری و منابع انسانی راهبردی مهم ترین عوامل به وجودآورنده نوسازی راهبردی و افزایش بهره وری، اعتماد و رضایت ذینفعان و چابکی راهبردی مهم ترین پسایندهای نوسازی راهبردی هستند. با توجه به اینکه نتایج پژوهش مدیران و تصمیم گیرندگان سازمان را از اهمیت نوسازی راهبردی و پیامدهای آن آگاه کرده و زمینه توسعه راهبردی شرکت با استفاده از عوامل موثر بر اجرای نوسازی راهبردی را فراهم می کند، ارزشمند است.

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

The prerequisites and consequences of strategic renewal using the fuzzy Delphi approach

نویسندگان [English]

  • Mahdieh Vishlaghi 1
  • Alireza Moghaddam 2
  • Ader Azar 3
  • Reza Sepahvand 4
1 Ph.D Candidate, Department of Public Administration, Faculty of Economics, Management and Administrative Sciences, Semnan University
2 Assistant Professor, Department of Business Management, Faculty of Economics, Management and Administrative Sciences, Semnan University
3 Tarbiat modares
4 Professor, Department of Management, Faculty of Management and Economics, Lorestan University, Khorramabad, Iran.
چکیده [English]

Aim and Introduction: Today's business environments increasingly require a high level of managerial responses and strategic change. Organizations can make changes to fit these problems and adopt flexible and dynamic methods, in accordance with the strategies and strategies of the organization. One of the most important tools for achieving this is strategic renewal. Strategic renewal is the ability of an organization to integrate, create, and reconfigure its internal and external capabilities in the face of a changing and turbulent environment. Strategic renewal provides the basis for a dynamic strategic fit between the organization and the environment. Although strategic renewal is very important in today's changing world and the main reason for the failure of organizations can be attributed to it, no coherent research has been done in this regard. Thus, the aim of the present study is to identify and explain the antecedents and consequences of strategic renewal in Idro state-owned companies with a fuzzy Delphi approach.
Methodology: The present study is based on mixed research and quantitatively and qualitatively and in an inductive deductive approach that is applied in terms of purpose and descriptive-survey in terms of nature and method. The statistical population of the research in the qualitative part consists of professors in the field of management, 15 of whom have been selected as sample members using purposive sampling. The sample size was determined using the theoretical saturation principle. The data collection tool in the qualitative part of the research was a semi-structured interview whose validity and reliability were confirmed using CVR coefficient and Kappa-Cohen test, respectively. The statistical population of the study is a small number of middle and senior managers of companies affiliated to the Industrial Development and Renovation Organization of Iran. Using a non-probability sampling method, a sample size of 26 people has been determined. Also, the data collection tool in the quantitative section is a pairwise comparison questionnaire whose validity and reliability were confirmed by content validity and retest, respectively. In the quality section, Atlas.ti software is used to encode the data and fuzzy Delphi technique is used to prioritize the answers. The Delphi fuzzy method is considered as an effective tool for identifying important issues and descriptive prioritization of these factors in managerial decisions. This method aims to develop a way to gain consensus among experts.
Findings: Based on data coding, strategic renewal antecedents, organizational culture, strategic human resources, organizational learning, participatory leadership, technology, up-to-date strategies, flexible rules, financial and economic resources, organizational structure, organizational infrastructure و be and are the consequences of strategic renewal, competitive advantage, increasing productivity, rebuilding organizational processes and structures, improving organizational capabilities and achieving long-term goals, increasing stakeholder trust and satisfaction, increasing adaptability, diversifying organizational activities, Achieving safe situations is stability and stability against environmental disturbances. In addition, the research findings showed that organizational culture, financial and economic resources, technology and strategic human resources are the most important factors in creating strategic renewal and increasing productivity, increasing stakeholder trust and satisfaction, achieving long-term goals and competitive advantage. The consequences of renewal are strategic.
Discussion and Conclusion: Strategic renewal refers to the concept of change and alignment of strategic capabilities and resources of the organization with environmental requirements, which leads to achieving competitive advantage and superiority among competing organizations. Organizations must examine the environment and activities of competing organizations and create new products, strategies, processes, and structures in the organization based on new interpretations. Strategic renewal requires the evolution of managers' mental models in response to environmental changes. Leaders and managers of organizations are the key to regulating values and harmonizing the organization with environmental changes, by creating and strengthening creativity and innovation in strategic human resources, organizational learning and creating new infrastructure and advanced technology in the field of renewal. They provide a strategy in the organization. Having an organizational culture compatible with changes that welcome innovation and reconstruction and renewal of organizational strategies and processes strengthens the areas of strategic innovation in the organization and encourages employees to work for the transformation and growth of the organization. Having financial and economic resources strengthens the motivation of employees and managers to create change and renewal and increase competitive advantage and superiority in organizations. Considering the positive consequences that strategic renewal brings to the organization, it can be acknowledged that when organizations undertake strategic renewal, they achieve competitive advantage and operate more successfully in the target market. Start-ups are more resilient to environmental disturbances than those that have not. Strategic innovation leads to increased productivity and trust of the organization's stakeholders. It is valuable considering that the research results inform the managers and decision makers of the organization about the importance of strategic renewal and its consequences and provide the ground for the strategic development of the company by using the factors affecting the implementation of strategic renewal.

کلیدواژه‌ها [English]

  • Renewal
  • Strategic Renewal
  • State-owned companies
  • Industrial Development and Renovation Organization of Iran
  • fuzzy Delphi approach
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