چارچوبی برای سیاستگذاریِ تغییرات ساختار ستاد در سازمان های مادرِ در ونزا (مورد مطالعه یک شرکت پتروشیمی)
محورهای موضوعی : مدیریت بازرگانی
حسین حاجی بیگلو
1
(دانشجوی دکتری گروه سیاستگذاری بازرگانی، دانشگاه علامه طباطبایی، تهران، ایران)
مهدی حقیقی کفاش
2
(دانشیارگروه مدیریت بازرگانی دانشکده مدیریت،دانشگاه علامه طباطبایی،تهران،ایران)
نادر مظلومی
3
(دانشیار گروه مدیریت بازرگانی، دانشکده مدیریت، دانشگاه علامه طباطبایی، تهران، ایران)
وجه الله قربانی زاده
4
(دانشیار گروه مدیریت دولتی ،دانشکده مدیریت، دانشگاه علامه طباطبایی، تهران، ایران)
کلید واژه: ساختار, مطالعه موردی, تحلیل تم, سازمان مادر,
چکیده مقاله :
ساختارسازمان مادر، به عنوان مغز و مرکز فرماندهی بنگاه های چند کسب وکاره، با هدف دستیابی به مزیت مادری، در حال تغییر مداوم است. مدیریت بهینه پویایی های ساختاری سازمان مادر، می تواند اثری شگرف بر بهره وری داشته باشد. بررسی پیکره دانش موجود در این حوزه، خلأ دسترسی به چارچوبی مشخص، برای مدیریت تغییرات ساختاری سازمان های مادر را نشان می دهد. پژوهش حاضر با هدف پر کردن این خلأ پژوهشی و با رویکردی کیفی مبتنی بر مطالعه موردی(تک موردی) تلاش می کند تا چارچوبی برای سیاستگذاری تغییرات ساختار سازمان مادر به دست دهد. در گام اول، با مطالعه مبانی نظری مرتبط، تعریفی مشخص و کاربردی از ساختار سازمان مادر به دست داده شده است. بر اساس تعریف فوق و هدف پژوهش، پرسش های مرتبط در قالب پرسش نامه تدوین و در یکی از بنگاه های چند کسب و کاره- فعال در حوزه پتروشیمی- داده های مرتبط از طریق مصاحبه و مطالعه اسناد، گردآوری و با استفاده از روش تحلیل تم، تحلیل شده است. الزامات محیطی، تغییرات بنیادین، ارکان جهت ساز، سبک مدیریت و مادری و منحنی بلوغ سازمان مادر به عنوان مهم ترین عوامل مؤثر بر سیاستگذاری تغییرات سازمان مادر شناخته شدند. چالش های مرتبط با هر یک از عوامل فوق همراه با راهکارهای پیشنهادی برای تطابق با آنها به تفصیل بررسی شده است.در نهایت چارچوب نهایی عوامل مؤثر بر سیاستگذاری تغییرات ساختار ستاد در سازمان مادر به دست داده شده است.
The organization of Corporate headquarters (CHQ), as the commanding brain in multi- business companies, is in a state of flux and adapts to external environment changes dynamically. The optimal management of its organizational dynamicity can profoundly impact productivity. Yet, close inspection of the existing literature indicates lack of a framework for managing organizational changes in CHQs. Hence, the purpose of this qualitative single case study is to bridge the gap and introduce a framework for managing the adaptation process in the CHQs. Initially, a specific and applied definition was offered for CHQ based on meticulous review of the related literature. Further, the construct was operationalized in the form of a questionnaire which was administered in one of petrochemical multi-business companies to serve the purpose of the study. The research data gleaned through open interview and studying related documents were submitted to thematic analysis. The findings underscored the CHQ’s environmental requirements, fundamental changes, orienting elements, parenting and managerial style and the maturity curve as the most significant factors influencing the policymaking of the adaptation process. Challenges related to each of the factors and the ways of handling them are discussed and a framework is offered for managing the adaptation process in CHQs.
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Nason, R. S., & Wiklund, J. (2015). An Assessment of Resource-Based Theorizing on Firm Growth and Suggestions for the future. Journal of Management.
Penrose, E. (1959). The Theory of the Growth of the Firm. Oxford: Oxford University Press.
Pyecha, J. (1988). A Case Study of the Application of Noncategorical Special Education in Two States. Chapelhill: Research Triangle Institute.
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Tellis, W. (1997). Application of Case Study Methodology. The Qualitative Report.
Tushman, M., & Nadler, D. (1978). Information Processing as an Integrating Concept in Organizational Design. Academy of Management Review, 3(3).
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Yin, R. (1994). Case Study Research: Design and Methods. CA: Sage Publishing.
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Arabi, M. (2010). Notes from Presentation, (In Persian).
Burton, R. M., Decanctis, J., & Obel, B. (2011). Organizational Design: A Step by Step Approach.
Burton, R., Lauridsen, J., & Obel, B. (2003). Erratum: Returon on Asset Loss from Situational and Contingency Misfits. Management Science, 49(8).
Chandler, A. (1962). Strategy and Structure: Chapters in the History Of the American Industrial Enterprise. Cambridge: MIT Press.
Collis, D. (2016). Comments on Parenting Strategies for Multibusiness Companies. Michael Goold, Lomg Range Planning, 29(3), June 1996, 419-421.
Delmar, F., Davidson, P., & Gartner, W. (2003). Arriving at the High Growth Firm. Journal of Business Venturing, 216-189.
Egelhoff, W. (1991). Information Processing Theory and Multinational Enterprise. Journal of International Business Studies, 22(3).
Feagin, J., Orum, A., & Sjoberg, G. (1991). A Case for Case Study. Chapel Hill: University of North Carolina Press.
Fligstein, N. (2001). The Architecture of Markets:An Economic Sociology of Tweny First Century Capitalist Societies. NJ: Princeton University Press.
Galbraith, J. (1977). Organization Design. Addison-Wesley Publishing Company.
Goold a, M., & Campbell, A. (2002). Designing Effective Organizations. San Francisco: Jossey-Bass.
Goold b, M., Pettifer, D., & Young, D. (2001). Redesigning the Corporate Center. European Management Journal, 19(1), 60-88.
Gooldc, M., & Campbell, A. (2002). Parenting in Complex Structures. Long Range Planning, 219-243.
Goold d, M., Campbell, A., & Alexander, M. (1994). Corporate-Level Strategy: Creating value in the Multibusiness Company.
Goold, M., & Campbell, A. (1989). Strategies & Styles: The Role of the Center in Managing Divershfied Corporations. Basil Blackwell.
Goold, M., & Campbell, A. (2003). Structured Networks: How to Create Enough but not too Much Structure in Your Organization. Ashridge Business School UK, 1-25.
Holt, A. (1989). Personal Communication.
Johnson, R., & Scholes, K. (2002). Exploring Corporate Strategy. London: Prentice Hall.
Keller, R. (1994). Technology Information Processing Fit and the Performance of R&D Project Groups: A Test of Contingency Theory. Academy of Management Journal, 7(1).
Kunisch, S., Menz, M., & Ambos, B. (2014). Changes at Corporate Headquarters: Review, Integration and Future Research. International Journal of Management Reviews.
Leonard-Barton, D. (1990). A Dual Methodology for Case Studies: Synergistic Use of a Longitudinal Single Site with Replicated Multiple Sites. Organization Science.
Malone, W. T., & Crowston, K. (1994). The Interdisciplinary Study of Coordination. ACM Computing Surveys.
March, J., & Simon, H. (1958). Organizations. New York: John Wiley.
Mckelvie, A., Brattstrom, A., & Wennberg, K. (2017). How Young Firms Achive Growth: Reconciling the Roles of Growth Motivation and Innovative Activities. Small Business Economics.
Melin, U., & Axelsson, K. (2005). Understanding Organizational Coordination and Information Systems: Mintzberg's Coordination Mechanisms Revisited and Evaluated. 13th European Conference on Information Systems.
Menz, M., Kunisch, S., & Collis, D. J. (2013). What Do We Know About Corporate Headquarters? A Review, Integration, and Research Agenda. Harvard Business School Working Paper, 14, 1-16.
Mintzberg, H. (1983). Structure in fives: Designing Effective Organizations.
Nason, R. S., & Wiklund, J. (2015). An Assessment of Resource-Based Theorizing on Firm Growth and Suggestions for the future. Journal of Management.
Penrose, E. (1959). The Theory of the Growth of the Firm. Oxford: Oxford University Press.
Pyecha, J. (1988). A Case Study of the Application of Noncategorical Special Education in Two States. Chapelhill: Research Triangle Institute.
Rahmanseresht, H., & Fathollahi, A. (2008). Strategies and Styles in Corporate Parents, (In Persian).
RM, B. A. (2002). Return on Asset Loss from Situational and Contingency Misfits. Management Science, 48(11).
Singh, B. (1992). Interconnected Roles: A Coordinated Model. Austin: Micro Electronic and Computer Technology Corp.
Stake, R. (1995). The Art of Case Research. CA: Sage Publication.
Stan, M., & Puranam, P. (2016). Organizational Adaptation to Inter Dependence Shifts: The Role of Inegrator Structures. Strategic Management Journal.
Tellis, W. (1997). Application of Case Study Methodology. The Qualitative Report.
Tushman, M., & Nadler, D. (1978). Information Processing as an Integrating Concept in Organizational Design. Academy of Management Review, 3(3).
Villalonga, B. (2004). Does Diversification Cause the Diversification Discount?. Finantial Management, 33(2), 5-27.
Yin, R. (1994). Case Study Research: Design and Methods. CA: Sage Publishing.