salman eivazinezhad; bahman hajipour; Nabi Allah dehghan
Volume 27, Issue 1 , March 2023, , Pages 144-173
Abstract
Alliances can be a very effective way to achieve new strategic opportunities, but despite this, a high percentage of strategic alliances fail and end failure.. Therefore, the present study sought to identify the factors affecting the stability and stability of strategic alliances using a systematic review. ...
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Alliances can be a very effective way to achieve new strategic opportunities, but despite this, a high percentage of strategic alliances fail and end failure.. Therefore, the present study sought to identify the factors affecting the stability and stability of strategic alliances using a systematic review. The case of the study was all articles accepted from invalid databases after filtering in several stages, 44 articles were reviewed for final evaluation and analysis. In the coding process stage, the selected articles were performed and 30 sub-themes were divided into three main themes: Senior management team, structure, and business. In the individual section, the strategic ability of the leaders, the commitment of the senior management team, the coordination between the senior managers of the units, having interdisciplinary specializations, and having previous experience in the inter-company cooperation space were identified. In the structure section, module management process, continuous and short-term performance feedback, data output transparency, number of module partners, complementary resources, distinct goals, having an international perspective, intangible outputs, symmetric learning capabilities, clear division of labor, a form of governance, Type of contract, reward system, contract orientation and type of exchange were identified; For the business sector, cultural distance, market growth, partner reputation, partner size, partner experience, contract territory, type of partner activity, cash flow of each partner, a unique type of exchange, correct choice of key partner were selected. Finally, based on the five identified proportions (cultural, strategic, operational, organizational, and individual) at each level of sustainability, it can be significantly increased
FATEMEH RAHIMI; Tayebe Amirkhani; Bahman Hajipour; Aliakbar Arabmazar
Volume 25, Issue 4 , January 2022, , Pages 109-133
Abstract
“Process pathology of the Iranian tax system” is the main purpose of this research. This research has been done based on mixed method. In this regard, the problems of the tax system processes were identified through interviews with owners of process and have been categorized ...
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“Process pathology of the Iranian tax system” is the main purpose of this research. This research has been done based on mixed method. In this regard, the problems of the tax system processes were identified through interviews with owners of process and have been categorized based on theme analysis. Since the general problems of the tax system, can lead to some process problems or prevent their correction, in the next steps the general problems of the tax system of Iran have been identified and categorized based on content analysis . In the quantitative stage, all of these general problems were prepared in the form of a questionnaire and presented to the experts of the Iranian National Tax Administration to determine which of these general problems have significant impact on the processes. Process owners and the employees of the Tehran and Alborz Iranian National Tax Administration who are familiar with the tax processes are the society of this research. In general, the results of this study indicate that the processes of Iranian National Tax Administration have been faced with several problems, many of them stem from the external factors, and to achieve the desired result, it is necessary to make fundamental and long-term political, economic, social, cultural and intra-organizational changes.
salman eivazinezhad; Seyyed mahmoud Hosseini; bahman hajipour; Ali Abdollahi
Volume 25, Issue 3 , October 2021, , Pages 136-168
Abstract
Objective: Concerning the high importance of multi-business and heterogeneous corporations in developing countries, their formation regions are vital. The present study aims to identify formation logic and the characteristics of each logic in state-owned and private Corporations.Methodology: The statistical ...
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Objective: Concerning the high importance of multi-business and heterogeneous corporations in developing countries, their formation regions are vital. The present study aims to identify formation logic and the characteristics of each logic in state-owned and private Corporations.Methodology: The statistical population of the study was the senior managers of the heterogeneous multi-business corporations in state-owned and private corporations. Based on the method of judgmental and purposeful sampling, 11 experts have interviewed using the semi-structured method. The methodology of the present study is multi-grounded theory.Results: In the first part, through theoretical literature and systematic review, 28 themes were identified in three categories: contextual, structural, and behavioral. In the second part, based on the research literature, they entered the interview and added 5 themes to the previous themes. These include political sanctions, knowledge of managers, exchange of businesses with arrears, the existence of cover-businesses, the priority of businesses over their formation.Conclusion: The results showed that the dominant logic for the formation of state-owned companies was the logic of coercion and for private companies, three logics of synergy, business, and managerschr(chr(chr(chr(chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39')))39chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39'))))39chr(chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39')))39chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39')))))39chr(chr(chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39')))39chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39'))))39chr(chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39')))39chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39'))))))39chr(chr(chr(chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39')))39chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39'))))39chr(chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39')))39chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39')))))39chr(chr(chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39')))39chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39'))))39chr(chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39')))39chr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39'))))))) thinking were identified. Among the constituent factors of each logic based on the frequency of interviews for the logic of coercion of structural factors, for the synergistic logic of structural factors, for business logic, underlying factors, and finally for the logic of the thought of managers of behavioral factors as the main factors were selected.
