Petrochemical Parent Company Observatory Model with Due Attention to Subsidiaries

Subject Areas : Human Capital Empowerment

ali abdali ¹ , gholamreza godarzi ² , tahmores sohrabi ³ , erfan movahedifar ⁴

1 - Department of Management, Central Tehran Branch, Islamic Azad University,Tehran, Iran.
2 - Department of Management, Central Tehran Branch, Islamic Azad University,Tehran, Iran (member of science Committee Imam Sadiq University)
3 - Department of Management, Central Tehran Branch, Islamic Azad University,Tehran, Iran.
4 - Master of Public Administration - University of Tehran - Farabi Campus - Faculty of Management

Received: 2020-02-06 Accepted : 2020-04-07 Published : 2020-11-21

Keywords: Observation, Value Creation, Subsidiary Businesses, Parent Co Styles,

Abstract :

Parent company has long been one of the key topics in strategic management research, Importance of Parent Co. Studies is Because of Their Role in Creating Value of Parent Subsidiary Businesses. The purpose of this study was to use data and information on the status of complex businesses in order to plan and manage strategy to create and prevent the destruction of the value and perception of subsidiary businesses from the perspective of a specialized petrochemical firm. The research is of a qualitative nature and has been interviewed by experienced petrochemical industry managers through snowball sampling and the interviews have continued until the theoretical saturation of 23 interviews. The propositions of this research were extracted by the data base method and analyzed by MAXQDA software. Based on the results of the analysis of data obtained from the experts participating in the research, the observation model of the petrochemical firm's parent-level, developed at the corporate level, consists of 448 open source codes, divided into 77 common propositions. The propositions at this level are divided into 14 main categories and 5 concepts, including concepts; Financial (18%), Corporate processes (20%), Customers and stakeholders (20%), Growth and wisdom (12%) and the defense becomes passive (30%). Consequently, if the parent company can obtain comprehensive information with the right, appropriate and timely indicators in addition to identifying the influential variables of the status of its subsidiaries (children), it can be successful in strategic decision making of subsidiaries and value creation.

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