تدوین و غربال استراتژیهای سازمان بر مبنای استراتژیهای ژنریک با استفاده از گسترش عملکرد کیفیت فازی (مطالعه موردی : شرکت تولید مواد آرایشی و بهداشتی سینره
محورهای موضوعی :
مدیریت صنعتی
Abazar Zohrabi
1
,
Nikzad Manteghi
2
1 - Department of Management, Payame Noor University (PNU), Tehran, Iran
2 - Assistant professor, Department of Industrial Management, Shiraz Branch, Islamic Azad University, Shiraz, Iran
تاریخ دریافت : 1392/10/15
تاریخ پذیرش : 1393/07/22
تاریخ انتشار : 1394/01/20
کلید واژه:
گسترش عملکرد کیفیت,
کارت امتیازی متوازن,
Balanced Scorecard,
SWOT analysis,
Quality Function Deployment,
تجزیه و تحلیل SWOT,
استراتژی های ژنریک,
غربال سازی فازی,
Generic strategies,
Fuzzy screening,
چکیده مقاله :
هدف این تحقیق ارائه چهارچوبی جامع برای تدوین و غربال استراتژی های سازمان بوده تا بدین وسیله استراتژیهای مناسب برای اجرایی کردن در سازمان مشخص شود. روش انجام این تحقیق بدین ترتیب است که ابتدا پنج عامل رقابتی پورتربررسی شد. در گام بعدی با انجام تحلیل SWOT، یکسری استراتژی های اولیه تدوین گردید و این استراتژی ها در چهار منظرکارت امتیازی متوازن تفکیک شد. سپس از متد گسترش عملکرد کیفیت استفاده شد که در آن استراتژی های ژنریک نقش چگونه ها / معیارها و استراتژی های اولیه حاصل از SWOT نقش چه چیز ها / گزینه ها را دارند، در نهایت استراتژی های اولیه باتوجه به معیارها (استراتژیهای ژنریک) و با استفاده از تکنیک غربال سازی فازی، غربال و انتخاب گردید. جامعه آماری مورد پژوهش، تعداد 22 فرد خبره و تعداد نمونه آماری همان 22 نفر است. در این تحقیق از 7 پرسشنامه برای جمع آوری داده ها استفاده شد. این متد در شرکت تولید کننده مواد آرایشی و بهداشتی سینره پیاده شد. یافته های اصلی این تحقیق، دستیابی به استراتژیهایی با بیشترین منفعت است که در راستای استراتژی های ژنریک پورتر هستند. نتایج این تحقیق نشان می دهد که این روش می تواند به عنوان چهارچوبی جامع برای تدوین استراتژی در سازمانها بکار گرفته شود و استراتژیهای ژنریک به عنوان معیاری برای غربال استراتژیهای اولیه سازمان استفاده گردد. همچنین تلفیق تکنیکهای بکار رفته در این تحقیق، برکارایی این تکنیکها افزوده و به برطرف نمودن نقاط ضعف آنها کمک نموده است.
چکیده انگلیسی:
The purpose of this study is to offer a comprehensive framework to formulate and screen useful strategies of an organization. First, the five competitive forces of Porter were studied. Then, initial strategies were formulated by SWOT analysis. These strategies were divided in four perspectives of the balanced scorecard. Then, QFD was used which generic strategies were as “HOWs / Criteria” in that and initial strategies were as "WHATs / Alternatives" in that too. Finally, the initial strategies based on generic strategies were screened by using fuzzy screening technique. The statistic population in this study was 22 experts and statistic sample was also 22. To gather the data, 7 questionnaires were used. This method was conducted in Cinere Cosmetics and Health Producer Organization. Finding strategies with the greatest benefit that satisfy generic strategies was one of the main results of this study. The result of this study indicated that this method can be used as a comprehensive framework for formulating strategies in the organization, and generic strategies as criteria which can be used for screening initial strategies. Combining the techniques utilized in this study was also caused to increase the efficiency and to decrease the weaknesses of these techniques.
منابع و مأخذ:
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Johnson, G., & Scholes, K. (1993). Exploring Corporate Strategy, 3rd ed., Prentice-Hall International, Hemel Hempstead.
Kaplan, R.S., & Norton, D.P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business School Publishing Corporation, New York, NY.
Kaplan, R.S., & Norton, D.P. (1996). Using balanced scorecard as a strategic management system , Harvard Business Review, January – February, 75-85.
Ko, A. S., & Lee,S.F. (2000). Implementing the strategic formulation framework for the banking industry of Hong Kong. Managerial Auditing Journal, 15(9), 469- 477.
Koo, L.C. (1998). Building balanced scorecard on the house of quality, The 1st Industrial Engineering and Management (IEM) Symposium, Transformational Strategy towards the 21st Century, Hong Kong, 20-21 November.
Lee,S.F., & Lo, K.K. (2003). E-Enterprise and management course development using strategy formulation framework for vocational education. Journal of Materials Processing Technology, 139, 604–612.
Lee,S.F., & KO, A. S. (2000). Building balanced scorecard with SWOT analysis, and implementing ''Sun Tzu's The Art of Business Management Strategies'' on QFD methodology. Managerial Auditing Journal, 15/1/2, 68-76.
Maritan, D., & Panizzolo, R. ( 2009). Identifying business priorities through quality Function deployment. Marketing Intelligence & Planning, 27 (5), 714-28.
Miller, D. 1992. The generic strategy trap, Journal of Business Strategy, 13 (1), 37-42.
Poel, I. (2007). Methodological problems in QFD and directions for future development. Res Eng Design, 18, 21-36.
Porter, M. E. (1998).Competitive Strategy: Techniques for analyzing industries and competitors with an Introduction.New York: Free Press.
Rauch, P. (2007). SWOT analyses and SWOT strategy formulation for forest owner cooperation in Austria. Eur J Forest Res, 126,413-420.
Salavou, H. (2010). Strategy types of service firms: evidence from Greece. Management Decision, 48 (7), 1033-1047.
Silva Goncalves, H. (2009). Proposal of a strategy model planning aligned to the balanced scorecard and the quality environments. The TQM Journal, 21 (5), 462- 472.
Wong, W.K., Zeng, X.H., Au, W.M.R., Mok, P.Y., & Leung, S.Y.S. (2009). A fashion mix- and-match expert system for fashion retailers using fuzzy screening approach, Expert Systems with Applications. 36, 1750–1764.
Yager, R. R. (1993). Fuzzy screening systems. In R. Lowen & M. Roubens (Eds.), Fuzzy logic: State of the art Dordrecht: Kluwer Academic Publishers, 251–261.
Yi Wu, H., Hshiung Tzeng, G., Hsuan Chen, Y. (2009). A fuzzy MCDM approach for evaluating banking performance based on Balanced Scorecard, Expert Systems with Applications, 36, 10135- 10145.
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Allen, R.S., Helms, M.M., Takeda, M., & White, C.S. (2008). Porter’s business strategies in Japan. Journal of Business Strategies, 9 )1(, 37-44.
Allen, R.S., & Helms, M.M. (2006). Linking strategic practices and organizational performance to Porter’s generic strategies. Business Process Management Journal, 12(4(, 433-454.
Bottani, E., & Rizzi, A. (2006). Strategic management of logistics service: a fuzzy QFD approach, International Journal of Production Economics, 103(2(, 585-99.
Cross, L. (1999). Strategy drives marketing success, Graphic Arts Monthly, 71 (2(, 96.
David, F. R. (1999).Strategic Management (7th Ed), Prentice – Hall, Inc.,(Chapter1)
Dyson, Robert G. (2004). Strategic development and SWOT analysis at the University of Warwick. European Journal of Operational Research, 152, 631–640
Fuller, R. (2000). Introduction to Neuro -Fuzzy Systems, Studies in Fuzziness and Soft Computing, Physica-Verlag, a Springer- Verlag Company.
Guinta, L.R., & Praizler, N.C. (1993). The QFD book: The team Approach to solving Problems and satisfying customer through Quality function Deployment, Amacom, New York, NY.
Hlavacka, S., Ljuba, B., Viera, R., & Robert, W. (2001). Performance implications of Porter’s generic strategies in Slovak hospitals. Journal of Management in Medicine, 15 (1), 44-66.
Ip, Y.K., & Koo, L.C. (2004). BSQ strategic formulation framework a hybrid of balanced scorecard, SWOT analysis and quality function deployment. Managerial Auditing Journal, 19 (4), 533-543.
Johnson, G., & Scholes, K. (1993). Exploring Corporate Strategy, 3rd ed., Prentice-Hall International, Hemel Hempstead.
Kaplan, R.S., & Norton, D.P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business School Publishing Corporation, New York, NY.
Kaplan, R.S., & Norton, D.P. (1996). Using balanced scorecard as a strategic management system , Harvard Business Review, January – February, 75-85.
Ko, A. S., & Lee,S.F. (2000). Implementing the strategic formulation framework for the banking industry of Hong Kong. Managerial Auditing Journal, 15(9), 469- 477.
Koo, L.C. (1998). Building balanced scorecard on the house of quality, The 1st Industrial Engineering and Management (IEM) Symposium, Transformational Strategy towards the 21st Century, Hong Kong, 20-21 November.
Lee,S.F., & Lo, K.K. (2003). E-Enterprise and management course development using strategy formulation framework for vocational education. Journal of Materials Processing Technology, 139, 604–612.
Lee,S.F., & KO, A. S. (2000). Building balanced scorecard with SWOT analysis, and implementing ''Sun Tzu's The Art of Business Management Strategies'' on QFD methodology. Managerial Auditing Journal, 15/1/2, 68-76.
Maritan, D., & Panizzolo, R. ( 2009). Identifying business priorities through quality Function deployment. Marketing Intelligence & Planning, 27 (5), 714-28.
Miller, D. 1992. The generic strategy trap, Journal of Business Strategy, 13 (1), 37-42.
Poel, I. (2007). Methodological problems in QFD and directions for future development. Res Eng Design, 18, 21-36.
Porter, M. E. (1998).Competitive Strategy: Techniques for analyzing industries and competitors with an Introduction.New York: Free Press.
Rauch, P. (2007). SWOT analyses and SWOT strategy formulation for forest owner cooperation in Austria. Eur J Forest Res, 126,413-420.
Salavou, H. (2010). Strategy types of service firms: evidence from Greece. Management Decision, 48 (7), 1033-1047.
Silva Goncalves, H. (2009). Proposal of a strategy model planning aligned to the balanced scorecard and the quality environments. The TQM Journal, 21 (5), 462- 472.
Wong, W.K., Zeng, X.H., Au, W.M.R., Mok, P.Y., & Leung, S.Y.S. (2009). A fashion mix- and-match expert system for fashion retailers using fuzzy screening approach, Expert Systems with Applications. 36, 1750–1764.
Yager, R. R. (1993). Fuzzy screening systems. In R. Lowen & M. Roubens (Eds.), Fuzzy logic: State of the art Dordrecht: Kluwer Academic Publishers, 251–261.
Yi Wu, H., Hshiung Tzeng, G., Hsuan Chen, Y. (2009). A fuzzy MCDM approach for evaluating banking performance based on Balanced Scorecard, Expert Systems with Applications, 36, 10135- 10145.
