Management Research in Iran

Abstract Considering the many challenges that petrochemical industries are facing today, including new technologies, sanctions and production issues, strategic planning has become one of the key tools to strengthen these industries in the field of national, regional and international competition. The competence and ability of senior managers in designing and implementing strategic plans plays a vital role in the success of organizations. This research was conducted with the aim of identifying the strategic competencies of senior managers and employees of Nouri Petrochemical Company in order to achieve strategic goals in the petrochemical industry. By using the theme analysis method, the aforementioned competencies were identified in five dimensions, including knowledge, skills, experience, attitude and personality traits, and categorized into 10 main components and 53 sub-components. Then these components were evaluated using five-point Likert scale. The results of the research showed that it was ranked 5 in many of these components, which is a confirmation of the successes of Nouri Petrochemical Company and its capable strategic management. Hence, this company can serve as a model for other petrochemical complexes in Iran and even the world. Also, using the experience and knowledge of these capable managers in the form of training sessions can help increase productivity in other petrochemical complexes of the country

Abstract The purpose of this study is to explain and identify the components affecting the sustainability of human resources in family businesses. The present research is mixed in terms of development-applied purpose, in terms of exploratory nature and in terms of data collection. The statistical sample of the qualitative stage includes 18 managers and founders of family businesses with a history of more than 30 years in the provinces of Kermanshah, Kurdistan and West Azerbaijan. The statistical population consists of a small number of 864 entrepreneurs and small and medium business managers located in the industrial towns of West Azerbaijan, Kurdistan and Kermanshah provinces, from which 200 people were selected by simple random sampling. The data collection tool is a semi-structured interview in the qualitative stage and a questionnaire extracted from the qualitative model in the quantitative stage. For qualitative data analysis, Brown and Clark (2006) six-step content analysis method and MAXQDA10 software and for quantitative data analysis, structural equation modeling method and SmartPLS software were used. The results showed that, among the identified components affecting the sustainability of human resources in family businesses, the components of maintaining family integrity, family organizational culture and balanced systems between work and life had the most impact.

Abstract The purpose of this research is to study the co-authorship among researchers in field of strategic management in Iran. The method of this research is descriptive-analytical and has been done by scientometric approach. The statistical population of research consists of all articles and authors of internal articles in field of strategic management and collectively contain 320 articles in 32 internal journals related to this field that have been identified during the period from 2001 to 2016. Social network analysis was used for analyzing data and also UCINET and Gephi software has been used in order to analyze co-authorship network. The findings show that the most used authoring pattern to produce these articles is two-authorship. 606 unique authors have contributed to form the network of articles, that 102 authors among them have played an influential role. This research showed that Azar, Khodadad Hosseini, and also jointly Hosseini and Seyedjavadin have earned first to third ranks in terms of frequency of articles. Azar, Khodadad Hosseini and Hosseini respectively were ranked first to third in rank centrality.

Abstract Traditionally, organizations apply competitive strategy approach in formulating their strategies. But, in today's business environment in which organizations interact with one another and affect each other, strategic management requires a new mindset and interactive approach to replace the competitive-cooperative with competitive approach. The view of this approach appears in business ecosystem concept. Business ecosystem is a network of different players that their success and survival are linked together. This concept states that the organization not as an isolated players, but they should be considered as a part of an ecosystem and their strategies should be designed in the light of interaction of other players, both organizational and business ecosystem level strategy. This research focuses on the interaction with other organizations, to explain the strategic objectives of the banking industry has been in the business ecosystem. A mix method research methodology was adopted. Statistical population and sample are banking industry and Iranian banking experts. In the first phase, 30 in-depth semi-structured interviews were conducted with banking domain experts and GT approach has been conducted for summarizing and grouping data. In the second phase, the collected strategic goals were corroborated by collecting 100 domain experts’ ideas through questionnaires. Finally, the business ecosystem strategic objectives were developed. The important results of this research are identifying and explaining five strategic objectives in business ecosystem level for banking industry of Iran that is an innovation of this research

Abstract The aim of strategy alignment in knowledge management value chain is to create and develop strategies for knowledge management in organization in order to align and overlap with grant organizational strategy. So this strategy should guide all organizational resources to create added value and achieve to competitive advantage. This paper tries, through defining and elaborating the concept of value chain in knowledge management process, as well as describing each section of that in detail, to give an strategic model on this process. Then the relation of this strategy with main organizational strategy is developed and analyzed as an integrated model.