Document Type : Original Article


1 PhD Student in Business Policy, Department of Business Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran

2 Associate Professor, Department of Business Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran

3 Assistant Professor, Department of Business Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran


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.


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