عملیاتی‌سازی راهبردهای سازمانی با رویکرد کنترل پیش‌نگر ریسک‌های اجرا
الموضوعات :صبا هدایتی فر 1 , داود فیض 2 , حسن امیری 3
1 - دانشجوی دکترای گروه مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران.
2 - استاد گروه آموزشی مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران
3 - دانشجوی دکترای گروه مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران
الکلمات المفتاحية: تحلیل عاملی اکتشافی, راهبردهای سازمانی, عملیاتی سازی راهبردها, کنترل پیش نگر,
ملخص المقالة :
سطوح بالای عملکرد سازمان فقط با وجود اقدامات و سیاست‌هایی که خوب به تصویر درآمده‌اند، محقق نخواهد شد، آنچه موجب تمایز می‌شود، چگونگی اجرای این اقدامات و سیاست‌ها است. هدف این پژوهش شناسایی ریسک‌های موجود در زمینهء عملیاتی سازی راهبردهای سازمانی و ارائه الگویی برای آنها به‌صورت پیش نگر و قبل از شروع مراحل اجرای راهبردهای تدوین‌شده است. بدین منظور پس از تعیین ریسک‌های احتمالی موجود در زمینهء عملیاتی سازی راهبردها و شناسایی عوامل ایجادکننده آنها با استفاده از مصاحبه با خبرگان این حوزه و تحلیل تفسیری نتایج، به روش مدل‌سازی سیستمی نرم[1]، اقدام به تبیین فعالیت‌های مؤثر بر کنترل ریسک‌های احتمالی و اجرای موفق راهبردهای سازمانی گردید و برای مدیریت مؤثر مراحل عملیاتی سازی راهبردها، عوامل مشترک در فعالیت‌ها به روش تحلیل عاملی اکتشافی[2] دسته‌بندی و در سه دسته قرار گرفتند. برابر نتایج حاصل، فعالیت‌های مؤثر بر کنترل ریسک‌های اجرا و عملیاتی سازی راهبردهای سازمانی، تحت عنوان امکان‌سنجی اجرای راهبردها، بررسی تناسب و همسویی و اجرای راهبردها، از یکدیگر تفکیک گردیده و الگوی سه مرحله‌ای عملیاتی سازی راهبردهای سازمانی، با قابلیت تشخیص نارسایی‌های احتمالی مراحل تدوین و اجرای راهبردها را تبیین نمودند.[1] - Soft System Modeling[2] - Explorer Factor Analyze
Alvani, M & Hashemian, M & Bahmani, M.(2009), Implement and evaluate policies in government organizations using balanced policy management. Quarterly Journal of Strategic Management Thought, 3(5), 5-34(In Persian).
Antoni, R.(2002). Management Control Systems. Translated by Ziaei, M. T.Tehran: Center of Government Management Training, 211- 228, (In Persian).
Azar, A., Alvani. M., & Danaei, H.(2011). Methodology of Quantity Research in Management. Tehran: Safar Currency, 127- 134, (In Persian).
Azar, A.(2015). Application Of Several Variable Statistics. Tehran: Knowledge Glance Currency, 182- 215, (In Persian).
Armstrong, M & Baron, A (1992), Handbook of Strategic HRM: The Key to Prove Business Performance, CIPD, London, 1-280.
Allison, M & Kaye, J (2016), Strategic Planning for Nonprofit Organization, p. 91- 224
Bazargan, A.(2016). Antecedent About Quality and Admixing Research Method. Tehran: Didar Currency, 263- 284, (In Persian).
Binesh, M.(2012), Planning strategy or thinking. Tadbir Monthly, 23(242), 116-121(In Persian).
Cater, T, pucko, D. (2010). Factors of effective strategy Implementation:
Empirical evidence from Slovenian business practice. JEEMS, 15(3), 207-236
Checkland, p (2009), Towards a Systems Based Methodology for Real World Problem Solving, 2, 238-272.
Chenhall, R (2011), Exploring the Relation between Strategy, Innovation and Management Control System, Journal of Management Accounting Research.
Creswell, J (2012), Qualitative Inquiry and Research Design: Choosing Amoung Five Approaches: SAGE Publication, 1-403.
Certo, Samuel.C (2001), Strategic Management: A Focus on Process, McGrew-Hill College
George Schreyogg (1997), Strategic Controls: a New Perspective, Academy of Management Review, 12(1), .91-103
Gillham, B. (2000), The Research Interview, London, Rautledge
Gurel, B (2015), Strategic Planning for Sustainability in a Startup Company, European Journal of Sustainable Development, 4 (2), P. 313-322
Haghighi, M & Rahmani Youshanloue, H.(2012), Examining and prioritizing obstacles to the implementation of strategic organizational plans. Quarterly Journal of Strategic Management Research, 19(51), 51-70. (In Persian)
Heide, M., Grønhaug, K.,and Johannessen, S. (2002). Exploring barriers to the
successful implementation of a formulated strategy. Scandinavian Journal of Management, 18(2), 217-231.
Herbiniak, L (2005), Making Strategy Work: Leading Effective Execution and Change, Upper Saddle River: Pearson Education, 1-369.
Herison, J., & Karon, J.(2003). Strategic Management. Translated by Khasemi, B. Tehran: Abtin Currency, 105- 141, (In Persian).
Hrebiniak. Lawrence G. (2005). Making strategy work: leading effective
execution and change, 2005 by Pearson Education, Inc. Publishing as Wharton School Publishing, 1-408.
Ines, Ghorbal-Blal (2011). The role of middle management in the execution of expansion strategies: The case of developers’ selection of hotel projects,
International Journal of Hospitality Management. 30, 272–282.
Jones, R (2005), The Impact of Organizational Calture and Reshaping Capabilities On Change Implementation Success, Journal of Management Studies, 42(2), P.361-368
Jooste, C & Fourie, B (2009), The role of strategic leadership in effective strategy implementation, Southern African Business Review, 13(3), P. 182-207
Jims, S., & Co Workers.(2003). Strategic Management. Translated by Parsaian, A., & Araba, M. Tehran: Office of Cultural Research, 211- 219, (In Persian).
Khashei, V., & Hosaini, M.(2011). Strategic Control Statement. Journal of Information research, 18 (2), 117- 138, (In Persian).
Kalili. S.(2004). Strategic Management. Tehran: Book Reminiscent Currency, 202- 231, (In Persian).
Kelavin, P.(2003). Guidance of Factor Analyze. Translated by Aliei, M. Tehran: Emam Hosain University Currency, 162- 193, (In Persian).
Langfield, K (2007), A Review of Quantitative Research in Management Controls 62 System and Strategy, Handbook Of Management Accounting Research, Vol. 2, p. 41-62
Lorenge, P.(2009). Strategic Control. Translated by Arabi, M., & Hakak, M. Tehran: Office of Cultural Research, 208- 247, (In Persian).
Mahmoudi Meymand, M.(2012), Evaluate the impact of operational planning on the realization of production plan and cost reduction. Quarterly Journal of Organizational Resource Management Research, 2(5), 113-135(In Persian).
Mintzberg, H, James B. Q and Sumantra, G. (1999), The Strategy process, London: Printice Hall
Muralidharan, Raman (2004), A Framework for Designing Strategy Content Controls, International Journal of productivity and Performance Management, 53(7), P. 590-601
Mauborgne, R (2015), Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, Harvard Business Review Press
Miller, D (2006), Strategic Human Resource Management in Department Stores, Journal of Retailing and Consumer Services, 13 (2), P. 99-109
Nikolaou, E (2016), A Framework Development to Evaluate the Needs of SME in Adapt a sustainability- Balanced Scorecard, Journal of Integrative Environmental Science, 1(3), P. 179-197
Nilsson, Fredrik (2000), Parenting Style and Value Creation: A Management Control Approach, Management Accounting Research, 11(1), 89-112.
Okumus, F (2003), A Framework to Implement Strategies in Organizations, Management Decision, 41(9), P.51-64
Otarkhani, A.(2005). Strategic Control, a Path Toward Dynamic Constancy.Journal Of Management Expansion, 1 (3), 62- 84, (In Persian).
Peters, T & Waterman, R (2004), In Search of Excellence: Lessons from America's Best-Run Companies: Harper Collins,1-400.
Piers, J., & Rabinson, D.(2005). Planning and Strategic Management. Translated by Khalili, S. Tehran: Book Reminiscent Currency, 98- 117, (In Persian).
Purohit, D (2016), Strategic Planning in Unstable Environments, Long Range Planning, 40 (1), P. 64-83
Rencher, C (2012), Methods of Multivariate Analysis, P. 311-358
Roznahd, B., & Minjer, F.(2013). Soft Modeling in Management. Translated by
Azar, A. Tehran: Knowledge Glance Currency, 236- 261, (In Persian). Scholes, J (2007), Soft Systems Modeling in Action, Vol. 7, P. 81-96
Weine, B (2009), A Theory of Organizational Readiness for Change, Implementation Science, 4(1), P.62-76
Slater, S., Hult, G. T. M., & Olson, E. M. (2007). On the importance of
matching strategic behavior and target market selection to the business strategy in high-tech markets, Journal of the Academy of Marketing Science, 35(1), 5-17.
Sterling, j (2003), Translating Strategy into Effective Implementation: Dispelling the Myths and Highlighting What Works, Strategy & Leadership, 31(3), P.102-121
Smons, Robert (2000), Performance Measurements and Control System for Implementing Strategy, Prentice Hall
Sull, D, Spinosa, Ch. (2007). Promise-based management: The essence of
execution, Harvard Business Review, 85, 79-86
William, C(2009), Multivariate Data Analysis, Global Perspective, Prentice Hall, 7th Edition
Tomas, G., Slater, S.F., and Olson, E.M., M. Hult. (2010). Worried about
strategy implementation? Don’t overlook marketing’s role, Business Horizons53, 469-479
Yang, I, Guohui, S & Eppler, M. (2008), Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation, ICA Working Paper, 1-46.
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Alvani, M & Hashemian, M & Bahmani, M.(2009), Implement and evaluate policies in government organizations using balanced policy management. Quarterly Journal of Strategic Management Thought, 3(5), 5-34(In Persian).
Antoni, R.(2002). Management Control Systems. Translated by Ziaei, M. T.Tehran: Center of Government Management Training, 211- 228, (In Persian).
Azar, A., Alvani. M., & Danaei, H.(2011). Methodology of Quantity Research in Management. Tehran: Safar Currency, 127- 134, (In Persian).
Azar, A.(2015). Application Of Several Variable Statistics. Tehran: Knowledge Glance Currency, 182- 215, (In Persian).
Armstrong, M & Baron, A (1992), Handbook of Strategic HRM: The Key to Prove Business Performance, CIPD, London, 1-280.
Allison, M & Kaye, J (2016), Strategic Planning for Nonprofit Organization, p. 91- 224
Bazargan, A.(2016). Antecedent About Quality and Admixing Research Method. Tehran: Didar Currency, 263- 284, (In Persian).
Binesh, M.(2012), Planning strategy or thinking. Tadbir Monthly, 23(242), 116-121(In Persian).
Cater, T, pucko, D. (2010). Factors of effective strategy Implementation:
Empirical evidence from Slovenian business practice. JEEMS, 15(3), 207-236
Checkland, p (2009), Towards a Systems Based Methodology for Real World Problem Solving, 2, 238-272.
Chenhall, R (2011), Exploring the Relation between Strategy, Innovation and Management Control System, Journal of Management Accounting Research.
Creswell, J (2012), Qualitative Inquiry and Research Design: Choosing Amoung Five Approaches: SAGE Publication, 1-403.
Certo, Samuel.C (2001), Strategic Management: A Focus on Process, McGrew-Hill College
George Schreyogg (1997), Strategic Controls: a New Perspective, Academy of Management Review, 12(1), .91-103
Gillham, B. (2000), The Research Interview, London, Rautledge
Gurel, B (2015), Strategic Planning for Sustainability in a Startup Company, European Journal of Sustainable Development, 4 (2), P. 313-322
Haghighi, M & Rahmani Youshanloue, H.(2012), Examining and prioritizing obstacles to the implementation of strategic organizational plans. Quarterly Journal of Strategic Management Research, 19(51), 51-70. (In Persian)
Heide, M., Grønhaug, K.,and Johannessen, S. (2002). Exploring barriers to the
successful implementation of a formulated strategy. Scandinavian Journal of Management, 18(2), 217-231.
Herbiniak, L (2005), Making Strategy Work: Leading Effective Execution and Change, Upper Saddle River: Pearson Education, 1-369.
Herison, J., & Karon, J.(2003). Strategic Management. Translated by Khasemi, B. Tehran: Abtin Currency, 105- 141, (In Persian).
Hrebiniak. Lawrence G. (2005). Making strategy work: leading effective
execution and change, 2005 by Pearson Education, Inc. Publishing as Wharton School Publishing, 1-408.
Ines, Ghorbal-Blal (2011). The role of middle management in the execution of expansion strategies: The case of developers’ selection of hotel projects,
International Journal of Hospitality Management. 30, 272–282.
Jones, R (2005), The Impact of Organizational Calture and Reshaping Capabilities On Change Implementation Success, Journal of Management Studies, 42(2), P.361-368
Jooste, C & Fourie, B (2009), The role of strategic leadership in effective strategy implementation, Southern African Business Review, 13(3), P. 182-207
Jims, S., & Co Workers.(2003). Strategic Management. Translated by Parsaian, A., & Araba, M. Tehran: Office of Cultural Research, 211- 219, (In Persian).
Khashei, V., & Hosaini, M.(2011). Strategic Control Statement. Journal of Information research, 18 (2), 117- 138, (In Persian).
Kalili. S.(2004). Strategic Management. Tehran: Book Reminiscent Currency, 202- 231, (In Persian).
Kelavin, P.(2003). Guidance of Factor Analyze. Translated by Aliei, M. Tehran: Emam Hosain University Currency, 162- 193, (In Persian).
Langfield, K (2007), A Review of Quantitative Research in Management Controls 62 System and Strategy, Handbook Of Management Accounting Research, Vol. 2, p. 41-62
Lorenge, P.(2009). Strategic Control. Translated by Arabi, M., & Hakak, M. Tehran: Office of Cultural Research, 208- 247, (In Persian).
Mahmoudi Meymand, M.(2012), Evaluate the impact of operational planning on the realization of production plan and cost reduction. Quarterly Journal of Organizational Resource Management Research, 2(5), 113-135(In Persian).
Mintzberg, H, James B. Q and Sumantra, G. (1999), The Strategy process, London: Printice Hall
Muralidharan, Raman (2004), A Framework for Designing Strategy Content Controls, International Journal of productivity and Performance Management, 53(7), P. 590-601
Mauborgne, R (2015), Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, Harvard Business Review Press
Miller, D (2006), Strategic Human Resource Management in Department Stores, Journal of Retailing and Consumer Services, 13 (2), P. 99-109
Nikolaou, E (2016), A Framework Development to Evaluate the Needs of SME in Adapt a sustainability- Balanced Scorecard, Journal of Integrative Environmental Science, 1(3), P. 179-197
Nilsson, Fredrik (2000), Parenting Style and Value Creation: A Management Control Approach, Management Accounting Research, 11(1), 89-112.
Okumus, F (2003), A Framework to Implement Strategies in Organizations, Management Decision, 41(9), P.51-64
Otarkhani, A.(2005). Strategic Control, a Path Toward Dynamic Constancy.Journal Of Management Expansion, 1 (3), 62- 84, (In Persian).
Peters, T & Waterman, R (2004), In Search of Excellence: Lessons from America's Best-Run Companies: Harper Collins,1-400.
Piers, J., & Rabinson, D.(2005). Planning and Strategic Management. Translated by Khalili, S. Tehran: Book Reminiscent Currency, 98- 117, (In Persian).
Purohit, D (2016), Strategic Planning in Unstable Environments, Long Range Planning, 40 (1), P. 64-83
Rencher, C (2012), Methods of Multivariate Analysis, P. 311-358
Roznahd, B., & Minjer, F.(2013). Soft Modeling in Management. Translated by
Azar, A. Tehran: Knowledge Glance Currency, 236- 261, (In Persian). Scholes, J (2007), Soft Systems Modeling in Action, Vol. 7, P. 81-96
Weine, B (2009), A Theory of Organizational Readiness for Change, Implementation Science, 4(1), P.62-76
Slater, S., Hult, G. T. M., & Olson, E. M. (2007). On the importance of
matching strategic behavior and target market selection to the business strategy in high-tech markets, Journal of the Academy of Marketing Science, 35(1), 5-17.
Sterling, j (2003), Translating Strategy into Effective Implementation: Dispelling the Myths and Highlighting What Works, Strategy & Leadership, 31(3), P.102-121
Smons, Robert (2000), Performance Measurements and Control System for Implementing Strategy, Prentice Hall
Sull, D, Spinosa, Ch. (2007). Promise-based management: The essence of
execution, Harvard Business Review, 85, 79-86
William, C(2009), Multivariate Data Analysis, Global Perspective, Prentice Hall, 7th Edition
Tomas, G., Slater, S.F., and Olson, E.M., M. Hult. (2010). Worried about
strategy implementation? Don’t overlook marketing’s role, Business Horizons53, 469-479
Yang, I, Guohui, S & Eppler, M. (2008), Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation, ICA Working Paper, 1-46.
