تدوین مدل عوامل مؤثر بر تفکراستراتژیک در وزارت ورزش و جوانان

محورهای موضوعی : علوم ورزش

سعید نصرالهی ¹ ( دانشجوی دکتری گروه مدیریت ورزشی، واحد سنندج، دانشگاه آزاد اسلامی، سنندج، ایران )
مظفر یکتایار ² ( استادیار گروه مدیریت ورزشی، واحد سنندج، دانشگاه آزاد اسلامی، سنندج، ایران )
کورش ویسی ³ ( استادیار گروه مدیریت ورزشی، واحد سنندج، دانشگاه آزاد اسلامی، سنندج، ایران )
مژگان خدامرادپور ⁴ ( استادیار گروه مدیریت ورزشی، واحد سنندج، دانشگاه آزاد اسلامی، سنندج، ایران )

تاریخ دریافت : 1400/11/29 تاریخ پذیرش : 1400/11/29 تاریخ انتشار : 1400/11/01

کلید واژه: سازمان, برنامه ریزی, تفکر استراتژیک, تغییرات,

چکیده مقاله :

پژوهش حاضر با هدف تدوین مدل عوامل مؤثر بر تفکراستراتژیک در وزارت ورزش و جوانان طراحی و اجرا گردید. روش پژوهش حاضر آمیخته بود. جامعة آماری در بخش کیفی شامل خبرگان آگاه به موضوع پژوهش بودند که بر حسب انتخاب گلوله برفی تعداد 13 نفر به عنوان نمونة پژوهش مشخص شدند. جامعة آماری در بخش کمی شامل تمامی کارکنان وزارت ورزش و جوانان کشور در سطوح مدیریتی ارشد، میانی و عملیاتی بود. با توجه به اطلاعات حاصله از وزارت ورزش و جوانان، جامعة پژوهش شامل 151 نفر (29 نفر در سطح ارشد، 29 نفر در سطح میانی و 109 نفر در سطح عملیاتی) بودند. ابزار گردآوری اطلاعات در پژوهش حاضر مصاحبة نیمه ساختاریافته و پرسشنامة محقق ساخته بود. به منظور تجزیه و تحلیل داده‌ها در بخش کیفی از روش کدگذاری استفاده شد. همچنین در بخش کمی نیز از دلفی فازی و روش معادلات ساختاری استفاده شد. روش دلفی فازی در سه مرحله انجام شد و در نهایت تعداد 53 گویه به عنوان عوامل مؤثر بر توسعة تفکر استراتژیک در وزارت ورزش و جوانان مشخص شدند که این گویه‌ها در 4 دستة عوامل مدیریتی، روانشناختی و شهودی، فردی و سیستمی تقسیم بندی شدند. بنابراین جهت توسعة تفکراستراتژیک در وزارت ورزش و جوانان نیاز است تا مدیریتی، روانشناختی و شهودی، فردی و سیستمی به صورت مناسبی اجرایی گردد.

چکیده انگلیسی:

The purpose of the present study was to present a model of factors affecting strategic thinking in the Ministry of Sports and Youth. The research method was a survey using structural equation modeling and applied research in the field. The statistical population in the qualitative section included experts familiar with the subject of research, and according to the choice of snowball, 13 people were identified as the research sample. The statistical population of the present study included a small number of all employees of the Ministry of Sports and Youth in the senior, middle and operational management levels. According to the Ministry of Sports and Youth, the research community consisted of 151 people (29 at the senior level, 29 at the intermediate level, and 109 at the operational level). The data collection tool in the present study was a semi-structured interview and a researcher-made questionnaire. The coding method was used to analyze the qualitative research data. Moreover, in a small part, Fuzzy Delphi and structural equation methods were used. The Fuzzy Delphi method was used in three stages and 53 items were identified as factors affecting the development of strategic thinking in the Ministry of Sports and Youth. In the management area, psychological factors, intuitive factors, individual factors, and systemic factors were divided into four categories. Thus, for the Ministry of Sports and Youth to develop strategic thinking it is important to make sure that management, psychological, psychological and intuitive, individual and systemic are all implemented effectively. 

منابع و مأخذ:

منابع

• قاسمی، م. (1393). مقاله آینده را پیش بینی نکنید آن را بسازید، انجمن مدیریت ایران، دوماهنامه آذر و دی،32 تا 38. کنفرانس بین‌المللی استراتژیک تهران.


• قربان پور، ا؛ میرزایی چابکی، م؛ نژادثانی، ع. (1388). شناسایی و اولویت بندی عوامل مؤثر بر تفکر استراتژیک با بکارگیری رویکرد فرآیند تحلیل شبکه­ای فازی. تهران: چهارمین کنفرانس بین‌المللی مدیریت استراتژیک، 26 دی ماه 1388، شناسه (COI) مقاله: ICSM04_043.


• کاشانی، رکسانا؛ شکاری، غلامعباس. (1396). شناسایی و تحلیل عوامل کلیدی موثر بر تفکر استراتژیک به عنوان یک شایستگی محوری در سازمان، پژوهش های مدیریت راهبردی، 23 (65)، 101-77.

-     هادی زاده مقدم، ا؛ نکویی زاده، م؛ میرزاده، ل. (1389). نقش تئوری پیچیدگی در تحول

       سازمان‌ها. نشریه تدبیر، شماره 216، صص 30-35.

• Alatailat, M., Elrehail, H., & Emeagwali, O. L. (2019). High performance work practices, organizational performance and strategic thinking. International Journal of Organizational Analysis, 27 (3), 370-395.


• Alomari, Z. (2020). Does human capital moderate the relationship between strategic thinking and strategic human resource management?. Management Science Letters, 10(3), 565-574.‏


• Altan, E. (2018). Perceptions of educational managers on reflective thinking, strategic thinking and entrepreneurship. Quality & Quantity, 52(2), 1219-1233.‏


• Al-Zu'bi, H. A. (2016). Strategic Thinking Competencies and their Impact on Strategic Flexibility. Journal of Current Research in Science, 4(1), 35-39.


• Amoozad Khalili, H., Maleki, A., Ramezani, H., & SedighiGariz, S. (2010)«Developing Strategic Thinking Based on Multi Layer Methodology» 4th International Conference on Strategic Management, Tehran: CIVILICA (http://www.civilica.com/Paper-ICSM04- ICSM04_040.html).


• Arayesh, M. B., Golmohammadi, E., Nekooeezadeh, M., & Mansouri, A. (2017). The effects of organizational culture on the development of strategic thinking at the organizational level. International Journal of Organizational Leadership, 6(2), 261-275.


• Cole, M. L., & Stavros, J. M. (2019). SOAR: a framework to build positive psychological capacity in strategic thinking, planning, and leading. In Theoretical Approaches to Multi-Cultural Positive Psychological Interventions, 505-521.


• Dhir, S., & Dhir, S. (2020). Modeling of strategic thinking enablers: a modified total interpretive structural modeling (TISM) and MICMAC approach. International Journal of System Assurance Engineering and Management, 11(1), 175-188.‏


• Dragoni, L., Oh, I. S., Tesluk, P. E., Moore, O. A., VanKatwyk, P., & Hazucha, J. (2014). Developing leaders’ strategic thinking through global work experience: The moderating role of cultural distance. Journal of Applied Psychology, 99(5), 867.


• Goldman, E, & Scott, A. R. (2016). Competency models for assessing strategic thinking. Journal of Strategy and Management, 9(3), 258 – 280.


• Graetz, F. (2002). Strategic thinking versus strategic planning: towards understanding the complementarities. Management decision, 40(5), 456-462.


• Jarmoszko, S. (2020). Strategic thinking: Socio-cultural frames and. The Copernicus Journal of Political Studies, (1), 121-143.


• Kaufman, R., Oakley-Brown, H., Watkins, R., & Leigh, D. (2003) Strategic Planning For Success: Aligning People, Performance, and Payoffs. Pfeiffer.


• Kettunen, P., Heino, H., Rasinkangas, J., & Jauhiainen, J. S. (2020). Addressing Local Sustainability: Strategic Thinking in the Making. Scandinavian Journal of Public Administration, 24(2), 21-41.‏


• Kheirabadi, M. A., Jafari, M. H., Alizadeh, F., Basiri, Z., & Oveisi, K. (2019). Making an entity-relationship model of the knowledge management process with strategic thinking. Revista Latinoamericana de Hipertension, 14(1), 55-61.‏


• Lawrence, E. (1999, April 27) Strategic Thinking. Personnel Development and Resourcing Group. Public Service Commission of Canada.


• Liedtka, J. M. (1998). Strategic thinking: can it be taught? Long range planning, 31(1), 120-129.


• Lindgren, M., & Bandhold, H. (2003) Scenario Planning: The link between future and strategy, New York, ny: palgrave macmillan


• Monavvarian, A., Aghazade, H., & ShahamatNejad, M. (2012). Measuring the strategic thinking of the managers of Tehran's municipality. Journal of Business management, 4(2), 129-146.


• Nickols, F. (2016). Strategy, strategic management, strategic planning and strategic thinking. Management Journal, 1(1), 4-7.‏


• Shaik, A. S., & Dhir, S. (2020). A meta-analytical review of factors affecting the strategic thinking of an organization. Foresight, 22 (2), 144-177.


• Watson, G. (2019). Using the Kano Model as a Basis for Strategic Thinking. The Journal for Quality and Participation, 42(3), 8-14.‏

References

• Alatailat, M., Elrehail, H., & Emeagwali, O. L. (2019). High performance work practices, organizational performance and strategic thinking. International Journal of Organizational Analysis, 27 (3), 370-395.


• Alomari, Z. (2020). Does human capital moderate the relationship between strategic thinking and strategic human resource management? Management Science Letters, 10(3), 565-574.‏


• Altan, E. (2018). Perceptions of educational managers on reflective thinking, strategic thinking and entrepreneurship. Quality & Quantity, 52(2), 1219-1233.‏


• Al-Zu'bi, H. A. (2016). Strategic Thinking Competencies and their Impact on Strategic Flexibility. Journal of Current Research in Science, 4(1), 35-39.


• Amoozad Khalili, H., Maleki, A., Ramezani, H., & SedighiGariz, S. (2010). Developing Strategic Thinking Based on Multi Layer Methodology» 4th International Conference on Strategic Management, Tehran: CIVILICA (http://www.civilica.com/Paper-ICSM04- ICSM04_040.html).


• Arayesh, M. B., Golmohammadi, E., Nekooeezadeh, M., & Mansouri, A. (2017). The effects of organizational culture on the development of strategic thinking at the organizational level. International Journal of Organizational Leadership, 6(2), 261-275.


• Cole, M. L., & Stavros, J. M. (2019). SOAR: a framework to build positive psychological capacity in strategic thinking, planning, and leading. In Theoretical Approaches to Multi-Cultural Positive Psychological Interventions, 505-521.


• Dhir, S., & Dhir, S. (2020). Modeling of strategic thinking enablers: a modified total interpretive structural modeling (TISM) and MICMAC approach. International Journal of System Assurance Engineering and Management, 11(1), 175-188.‏


• Dragoni, L., Oh, I. S., Tesluk, P. E., Moore, O. A., VanKatwyk, P., & Hazucha, J. (2014). Developing leaders’ strategic thinking through global work experience: The moderating role of cultural distance. Journal of Applied Psychology, 99(5), 867.


• Ghorbanpour, A.; Mirzaei Agility, M; Racist, as. (2010). Identify and prioritize the factors affecting strategic thinking using the fuzzy network analysis process approach. Tehran: Fourth International Conference on Strategic Management,


• Goldman, E, & Scott, A. R. (2016). Competency models for assessing strategic thinking. Journal of Strategy and Management, 9(3), 258 – 280.


• Graetz, F. (2002). Strategic thinking versus strategic planning: towards understanding the complementarities. Management decision, 40(5), 456-462.


• Hadizadeh Moghadam, A.; Nekouizadeh, M.; Mirzadeh, L. (2009). The role of complexity theory in the evolution of organizations. Journal of Tadbir, No. 216, pp. 30-35.


• Jarmoszko, S. (2020). Strategic thinking: Socio-cultural frames and. The Copernicus Journal of Political Studies, (1), 121-143.


• Kashani, R.; Shekari, Gh. (2018). Identification and analysis of key factors affecting strategic thinking as a core competency in the organization, Strategic Management Research, 23 (65), 101-77.


• Kaufman, R., Oakley-Brown, H., Watkins, R., & Leigh, D. (2003) Strategic Planning For Success: Aligning People, Performance, and Payoffs. Pfeiffer.


• Kettunen, P., Heino, H., Rasinkangas, J., & Jauhiainen, J. S. (2020). Addressing Local Sustainability: Strategic Thinking in the Making. Scandinavian Journal of Public Administration, 24(2), 21-41.‏


• Kheirabadi, M. A., Jafari, M. H., Alizadeh, F., Basiri, Z., & Oveisi, K. (2019). Making an entity-relationship model of the knowledge management process with strategic thinking. Revista Latinoamericana de Hipertension, 14(1), 55-61.‏


• Lawrence, E. (1999). Strategic Thinking. Personnel Development and Resourcing Group. Public Service Commission of Canada.


• Liedtka, J. M. (1998). Strategic thinking: can it be taught? Long range planning, 31(1), 120-129.


• Lindgren, M., & Bandhold, H. (2003) Scenario Planning: The link between future and strategy, New York, ny: palgrave macmillan


• Monavvarian, A., Aghazade, H., & ShahamatNejad, M. (2012). Measuring the strategic thinking of the managers of Tehran's municipality. Journal of Business management, 4(2), 129-146.


• Nickols, F. (2016). Strategy, strategic management, strategic planning and strategic thinking. Management Journal, 1(1), 4-7.‏


• Qasemi, M. (2015). Do not predict the future article, make it, Iran Management Association, Azar and Dey bimonthly, 32-38. Tehran International Strategic Conference.


• Shaik, A. S., & Dhir, S. (2020). A meta-analytical review of factors affecting the strategic thinking of an organization. Foresight, 22 (2), 144-177.


• Watson, G. (2019). Using the Kano Model as a Basis for Strategic Thinking. The Journal for Quality and Participation, 42(3), 8-14.‏