Esmaeil shahtahmasbi
Volume 20, Issue 1 , March 2016, , Pages 81-102
Abstract
This study has been done to analyze the impact of external social capital on competitive advantages in two categories: the organization and manager’s relations. The dynamic capabilities as mediator, and also some environmental adjustment were used. The research method is combinational, with explorative ...
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This study has been done to analyze the impact of external social capital on competitive advantages in two categories: the organization and manager’s relations. The dynamic capabilities as mediator, and also some environmental adjustment were used. The research method is combinational, with explorative approach and develop typology model and the research process is formed in three parts: quantitative- qualitative- quantitative. In the first quantitative step, the basic model was designed by literature review. In the qualitative step, the final conceptual model was outlined with deep interviews and further literature review. The reliability and validity of questionnaire was evaluated with different approaches. The questionnaires were distributed in 13th international building fair in Tehran with random sampling, and 352 returned and complete questionnaires were used for quantitative analysis. The findings show the managerial oriented external social capital did not have a significant (meaningful) impact on mediators, except organizational learning. In contrast, the organizational oriented external social capital had a high significant impact on mediators. The competitive intelligence has an important role between dynamic capabilities dimensions. Also the technological turbulence has the most significant impact between moderators. Based on the findings, pay attention to create strong and influential :union:s, focus on organizational goals in relations and continuous absorption of elite and skilled workers are the most important suggestions for the organizations in this industry.
Seyed Hamid Khodadad Hosseini; Asghar Moshabaki; Soheila khoddami
Volume 19, Issue 3 , September 2015, , Pages 83-112
Abstract
One of the most important concepts for all enterprises in every size and every sector is market performance. As the market success of the firm is a consequence of its market performance, it will be pertinent to state that performance is a direct determinant on the consequence. Today, dynamic capabilities ...
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One of the most important concepts for all enterprises in every size and every sector is market performance. As the market success of the firm is a consequence of its market performance, it will be pertinent to state that performance is a direct determinant on the consequence. Today, dynamic capabilities have been identified as one of the vital necessities for the performance of organizations in turbulent environments. Given the critical role of market performance in turbulent competitive environments, this concept has attracted attention of many researchers of management science in recent years. So how to achieve this important consult for organizations is vital, and very little research has been done in this regard. Therefore, in this research, the model of improving market performance based on dynamic capabilities (IT competencies, entrepreneurial and market orientation and operational agility) is presented and tested in the electronics industry of Iran. This model is based on four management areas: strategic management literature related to dynamic capabilities, marketing literature, entrepreneurship, and information technology .The results confirm the research model. It can be concluded that the dynamic capabilities of the organization will help to improve market performance.
Asghar Moshabaki; Asadollah Kord Naeij; Fatemeh Jahanizadeh; Seyed Hamid Khodadad Hosseini
Volume 19, Issue 2 , August 2015, , Pages 139-160
Abstract
Attitude to the organizations has changed over the time. A time, the organizations have been considerd as closed systems that had no interaction to their environment. When the system perspective was introduced, attiude to the organization changed, too. At the same time, organizations have been considered ...
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Attitude to the organizations has changed over the time. A time, the organizations have been considerd as closed systems that had no interaction to their environment. When the system perspective was introduced, attiude to the organization changed, too. At the same time, organizations have been considered as open systems that interact to their environment. While, the organizations acted in an industry and todays, considering to increasingly changes that have been arised in the business environment, the industries boundries have been disappeared greatly. According to James Moore (1993), todays, organizations act in the ecosystem that different business from diverse industries interact each other and their survival increasingly dependent on each other. These concepts were be described well in the business ecosystem approach. Business ecosystem approach has been emerged in the result of environmental changes in the recent decades. The necessary of this approach apployment is making the changes in the mindsets that look at business world with a new attitude and the basic principles demonstrate the mindset changes. This paper is an overview/analytical paper and it's purpose is explaining the basic principles based on analyzing the world business changes in the recent decades. Recognizing the basic principles is one of the success necessaries at the present time.
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Volume 19, Issue 1 , July 2015, , Pages 147-167
Abstract
Amir Kargar Samani *, Asadollah Kordnaeij, Seyed Hamid Khodadad Hosseini, Seyed Masoud Mousavi Shafaee In recent decades, global cities have become important in national, regional and international environments of themselves, because they have great effects on space of flows and have been affected by ...
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Amir Kargar Samani *, Asadollah Kordnaeij, Seyed Hamid Khodadad Hosseini, Seyed Masoud Mousavi Shafaee In recent decades, global cities have become important in national, regional and international environments of themselves, because they have great effects on space of flows and have been affected by them. In this regards some scientific and international institutes have ranked the global/world cities and have proposed some comparative tables for them. Local and urban governance, also, are items that play significant roles in contrast with central governments, especially in local management. Urban good governance gives privilege to poor, women progress, civic participation, and interaction with public and private organizations in different social areas and effective management in cities. So, this is one of the especial arguments in city management and is investigated, discussed and developed by various institutes. The importance of these two subjects, have been an incentive to use librarian method with utilizing some reliable city, national and international resources to develop a detailed table for urban good governance of 194 global cities. So relations between urban good governance and city urban situation in some aspects could be assessed. This study indicates that urban good governance in different categories of global cities (especially among the highest category and others) has significant meaningful difference.
Hojat Vahdati; Seyyed Hamid Khodadad Hosseini; Mohammad Ehsani; Asghar Moshabbeki Esfahani
Volume 17, Issue 4 , January 2014, , Pages 203-223
Abstract
Football is an industry that Branding and its foundation, brand identity, it has extremely important in. so that researchers have proposed specific brand models in countries with football. In this research, using descriptive analytic methods and with the purpose of application, data was collected in ...
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Football is an industry that Branding and its foundation, brand identity, it has extremely important in. so that researchers have proposed specific brand models in countries with football. In this research, using descriptive analytic methods and with the purpose of application, data was collected in two qualitative and quantitative phases. The statistical population consists of 10 professionals and experts in related to research and Spectators of six teams in the Premier League that would be present in the stadium. Sample size was 300 cases in Phase I and 720 in Phase II. which using simple random sampling method and equally, the fans selected. Accordingly, researchers found need of new theoretical insights based on brand identity(Koo(2009), Schilhaneck(2008), Zucchermaglio(2011), Silveira(2011)&Richelieu(2010), and considering the brand identity models, in few countries with football brand (Germany, Spain, France and S.Korea), and with the use of experts and fans perspectives, the brand identity model of teams in the league in season 92/91 offer and Finally using CFA and SEM model provided a new perspective on the dimensions of the country football brand identity, that are on the basis of factor loading as following: Success(./97), Delivery(/.92), Native Region(/.89), Star Player(/.88), Logo, Fans, History, Traditional Rival(./87), Tradition(./85), Team performance (./82), Stadium(./72) and Non -Player personnel (./51).
Seyyed Hamid Khodadad Hosseini; Reza Ismaeilpour
Volume 10, Issue 20 , June 2006, , Pages 1-44
Abstract
In the world today, information technology and information systems (IT/IS) are no longer as work tools or as production resources, but they are considered as new environment and work space. This new environment or work space has provided an area for great developments including a change in the method ...
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In the world today, information technology and information systems (IT/IS) are no longer as work tools or as production resources, but they are considered as new environment and work space. This new environment or work space has provided an area for great developments including a change in the method of organizing and presenting new organizational forms such as knowledge worker’s organization, network organization, virtual organization, and so on.
Regarding the effects of IT/IS on organizational structures and its dimensions, many investigations have been carried out during the last 3 decades but the findings from these studies are contradictory. On the other hand, considering the changes in the vast variety of IT/IS and changes in the applications and capabilities of IT/IS, the generalization of the last research findings has decreased in this regard. Hence, while determining the last research results, the present article has attempted to design and determine a comprehensive model for integration of the literature, regarding this issue in the theoretical field according to the new cases of IT/IS such as different information systems, internet, intranet, extranet, video conference, e-mail and so on, and to identify two adjusting variables of effects on organization structure by IT/IS. For this purpose, in order to acquire more understanding of IT/IS effects on organization structure as well as to recognize the effect of two adjusting variables on the top management leadership style and its attitude towards IT/IS on organizational structure in spare parts building
industries of Iran’s Automobile, three questionnaires have been used. These questionnaires were distributed as an existing status evaluation questionnaire of information technology and information systems (IT/IS) in companies, a questionnaire relating to organization structure of companies and a questionnaire for determination of top management leadership style in an organization among the successful companies of Iran’s automobile part-building industries. In each company, three people from the managerial levels (the managing director, administrative and human resources manager and IT manager) answered the questions. Data collected from the companies were analyzed by using the SPSS /11.5 software, and hypotheses based on research model were tested and, at the end, a comprehensive organizational design commensurate with information technology and information system (IT/IS) was presented.
Seyyed Hamid Khodadad Hosseini; Farshad Golestan
Volume 10, Issue 1 , April 2006, , Pages 213-243
Abstract
With the beginning of the third millennium and the passage of about 300 years since the Industrial Revolution, the scope of operation and competition in the business enterprises has increased to a global level. Automotive industry of Iran with more than 40 years of domestic operation and allocating 2.5%of ...
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With the beginning of the third millennium and the passage of about 300 years since the Industrial Revolution, the scope of operation and competition in the business enterprises has increased to a global level. Automotive industry of Iran with more than 40 years of domestic operation and allocating 2.5%of GNP, 20% value added in Industrial Sector and 2.5% of total investment in the country has not yet achieved an outstanding position in the world markets. So to prevent unfavorable (but possible) challenges in the future, it seems necessary to assess the international competition potential of this industry according to a contingent strategic model.
Reviewing the current international trade theories and internationalization models of firms indicates that most of these theories and models are developed based on fundamental assumptions governing the open market in developed countries. In addition, most of these models have evolved by the post studies on the large scale multinational corporations after their internationalization process. The most important point is that each of these theories and models studied the internationalization process from a specific level of analysis (firm, industry, country, international environment). So none of these models individually and completely can be generalized to address a suitable solution for those firms operating in developing countries and struggling to enter the international markets.
The main purpose of this paper is proposing a contingent international market entry model for firms operating in developing countries (like Automotive Industry of Iran) through integrating the different points of view. The model contains four levels of analysis (firm, local industry structure, national competitive policies, and firms’ international relationship with global ones). It integrates and examines the role and effects of four interdependent variables (firm characteristics, local industry structure, national policies and firms’ international relationships) shaping the strategic capabilities and competencies, which are necessary for entering the international market (as the outcome /dependent variable).
The model was examined in the Iranian Automotive Industry. It indicates how the international market entry competency of a firm in developing countries is affected by it’s core competencies, synergy of local industry structure, synergy of national competitive advantage, and collaborative advantage and complimentary effect originated from international relationship between the firm and the global market.
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Volume 5, Issue 1 , August 2001
