Introduction
Evaluating the accuracy of the strategies used to take advantage of environmental opportunities, as well as maintaining the competitive power of organizations depends on the use of a suitable strategic control system in them. The saffron industry is considered as one of the industries with high potential in creating the economic growth of the country. This is while due to the existence of many problems in this industry and the lack of strategic control process in it, the country's saffron industry has not been able to achieve its worthy position at the national and international level. The purpose of this research is to explain and evaluate the strategic control model in the saffron industry.
Methodology
The research method was mixed (qualitative and quantitative). The statistical population of the qualitative part of the research is all active managers in the saffron industry, and theoretical saturation was achieved by interviewing 12 of them. In the quantitative stage, in order to test the final model, all experts active in this industry were considered as the statistical population. The minimum sample size at this stage, based on the criteria of statistical power equal to 80% and significance level of 5%, for the effect size of 0.25, was determined to be equal to 59 people, and finally, the required data of the research was from the number of 63 people from Experts were gathered. Finally, 27 selected categories were extracted from the qualitative analysis of the interviews. Finally, based on the systematic approach in data-base theory, the codes identified in six core classes include causal conditions, background conditions, intervening factors, strategies and consequences around the central phenomenon. Finally, the strategic control model of saffron industry was designed. In the quantitative stage, the final model was tested using the partial least squares approach and using Smart PLS4 software.
Results and Discussion
The final result of this research was the explanation and evaluation of the strategic control paradigm model in the saffron industry. In the model, the causal conditions included external environment control variables, industry environment control, internal resource control, market monitoring by sales representatives, competitors' specific actions. The central phenomenon included the proper orientation of the strategic control system. Strategic factors included control factors through knowledge workers, quality control, compliance with the international market, creating a comprehensive system of buying, selling and ordering, control through local culture, balancing and continuous control, emphasizing strengths and using advantage, competition with competitors and the establishment of the National Saffron Council. Contextual conditions included export restrictions, exchange rate fluctuations and saffron prices and indirect exports. Intervening conditions included factors of lack of government support in price determination, capitalization and increase in financial leverage, internal competition, the organization and specific characteristics of the workforce and their loyalty. Finally, the Consequences included controlling the needs and providing customer satisfaction, creating a learning organization, interaction with the customers and commitment towards them, competitive intelligence and intra-organizational communication, salary system based on performance and management, collaborative and use of work teams. In the final model, the effect of the causal conditions on the central phenomenon, the effect of the central phenomenon, intervening conditions and contextual conditions on the strategies and finally, the effect of the strategies on the consequences were considered as the main relationships of the model. Based on the results, the causal conditions effect on the central phenomenon with a coefficient of 0.534; central phenomenon effects on strategies with a coefficient of 0.312; contextual and intervening conditions are effective on strategies with coefficients of 0.346 and 0.297. Finally, strategies are effective on consequences with a coefficient of 0.433.
Conclusion
Since no research has been done on the optimal strategic control system in the saffron industry, this research is valuable in terms of trying to reduce the existing research gap and to develop the knowledge of the industry's executives. The model of the optimal strategic control system can provide a practical basis for improving the weaknesses of existing strategies in the stages of formulation and implementation. Identifying the critical and strategic points of the industry has this practical suggestion for strategic managers in the saffron industry that considering the dynamics of this industry and the determining factors of success in formulating strategies is an important and necessary approach. Active managers in the saffron industry, regardless of these dynamics, cannot develop and implement appropriate strategies. Emphasis on controlling the critical points of this industry, which are emphasized in the model, is necessary in order to improve the conditions of production and supply of saffron inside and outside the country.