عملیاتی‌سازی راهبردهای سازمانی با رویکرد کنترل پیش‌نگر ریسک‌های اجرا
محورهای موضوعی : مدیریت دولتی
صبا هدایتی فر
1
(دانشجوی دکترای گروه مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران.)
داود فیض
2
(استاد گروه آموزشی مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران)
حسن امیری
3
(دانشجوی دکترای گروه مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران)
کلید واژه: تحلیل عاملی اکتشافی, راهبردهای سازمانی, عملیاتی سازی راهبردها, کنترل پیش نگر,
چکیده مقاله :
سطوح بالای عملکرد سازمان فقط با وجود اقدامات و سیاست‌هایی که خوب به تصویر درآمده‌اند، محقق نخواهد شد، آنچه موجب تمایز می‌شود، چگونگی اجرای این اقدامات و سیاست‌ها است. هدف این پژوهش شناسایی ریسک‌های موجود در زمینهء عملیاتی سازی راهبردهای سازمانی و ارائه الگویی برای آنها به‌صورت پیش نگر و قبل از شروع مراحل اجرای راهبردهای تدوین‌شده است. بدین منظور پس از تعیین ریسک‌های احتمالی موجود در زمینهء عملیاتی سازی راهبردها و شناسایی عوامل ایجادکننده آنها با استفاده از مصاحبه با خبرگان این حوزه و تحلیل تفسیری نتایج، به روش مدل‌سازی سیستمی نرم[1]، اقدام به تبیین فعالیت‌های مؤثر بر کنترل ریسک‌های احتمالی و اجرای موفق راهبردهای سازمانی گردید و برای مدیریت مؤثر مراحل عملیاتی سازی راهبردها، عوامل مشترک در فعالیت‌ها به روش تحلیل عاملی اکتشافی[2] دسته‌بندی و در سه دسته قرار گرفتند. برابر نتایج حاصل، فعالیت‌های مؤثر بر کنترل ریسک‌های اجرا و عملیاتی سازی راهبردهای سازمانی، تحت عنوان امکان‌سنجی اجرای راهبردها، بررسی تناسب و همسویی و اجرای راهبردها، از یکدیگر تفکیک گردیده و الگوی سه مرحله‌ای عملیاتی سازی راهبردهای سازمانی، با قابلیت تشخیص نارسایی‌های احتمالی مراحل تدوین و اجرای راهبردها را تبیین نمودند.[1] - Soft System Modeling[2] - Explorer Factor Analyze
Achieving higher organizational performance standards entails not merely vivid illustration but also implementation of policies and actions. The purpose of the present study, hence, was to identify risks involved in operationalization of organizational strategies and to offer a pattern to predictively control their occurrence. To achieve the purpose, interviews were conducted with experts in the field to delineate probable risks and the results were interpreted through Soft System Modelling. Further, effective preventive activities to control the risks and promote successful implementation of organizational strategies were explored. Next, factors common in the activities were categorized through Exploratory Factor Analysis into three groups to promote efficient management of strategic operationalization. The findings discriminated probability measurement of strategic implementation, alignment and proportion exploration and implementation of strategies as three effective activities that can control implementational and operational risks. This led to a tripartite-stage pattern of organizational strategy operationalization capable of diagnosing viable flaws of the proposing and implementing strategies.
Alvani, M & Hashemian, M & Bahmani, M.(2009), Implement and evaluate policies in government organizations using balanced policy management. Quarterly Journal of Strategic Management Thought, 3(5), 5-34(In Persian).
Antoni, R.(2002). Management Control Systems. Translated by Ziaei, M. T.Tehran: Center of Government Management Training, 211- 228, (In Persian).
Azar, A., Alvani. M., & Danaei, H.(2011). Methodology of Quantity Research in Management. Tehran: Safar Currency, 127- 134, (In Persian).
Azar, A.(2015). Application Of Several Variable Statistics. Tehran: Knowledge Glance Currency, 182- 215, (In Persian).
Armstrong, M & Baron, A (1992), Handbook of Strategic HRM: The Key to Prove Business Performance, CIPD, London, 1-280.
Allison, M & Kaye, J (2016), Strategic Planning for Nonprofit Organization, p. 91- 224
Bazargan, A.(2016). Antecedent About Quality and Admixing Research Method. Tehran: Didar Currency, 263- 284, (In Persian).
Binesh, M.(2012), Planning strategy or thinking. Tadbir Monthly, 23(242), 116-121(In Persian).
Cater, T, pucko, D. (2010). Factors of effective strategy Implementation:
Empirical evidence from Slovenian business practice. JEEMS, 15(3), 207-236
Checkland, p (2009), Towards a Systems Based Methodology for Real World Problem Solving, 2, 238-272.
Chenhall, R (2011), Exploring the Relation between Strategy, Innovation and Management Control System, Journal of Management Accounting Research.
Creswell, J (2012), Qualitative Inquiry and Research Design: Choosing Amoung Five Approaches: SAGE Publication, 1-403.
Certo, Samuel.C (2001), Strategic Management: A Focus on Process, McGrew-Hill College
George Schreyogg (1997), Strategic Controls: a New Perspective, Academy of Management Review, 12(1), .91-103
Gillham, B. (2000), The Research Interview, London, Rautledge
Gurel, B (2015), Strategic Planning for Sustainability in a Startup Company, European Journal of Sustainable Development, 4 (2), P. 313-322
Haghighi, M & Rahmani Youshanloue, H.(2012), Examining and prioritizing obstacles to the implementation of strategic organizational plans. Quarterly Journal of Strategic Management Research, 19(51), 51-70. (In Persian)
Heide, M., Grønhaug, K.,and Johannessen, S. (2002). Exploring barriers to the
successful implementation of a formulated strategy. Scandinavian Journal of Management, 18(2), 217-231.
Herbiniak, L (2005), Making Strategy Work: Leading Effective Execution and Change, Upper Saddle River: Pearson Education, 1-369.
Herison, J., & Karon, J.(2003). Strategic Management. Translated by Khasemi, B. Tehran: Abtin Currency, 105- 141, (In Persian).
Hrebiniak. Lawrence G. (2005). Making strategy work: leading effective
execution and change, 2005 by Pearson Education, Inc. Publishing as Wharton School Publishing, 1-408.
Ines, Ghorbal-Blal (2011). The role of middle management in the execution of expansion strategies: The case of developers’ selection of hotel projects,
International Journal of Hospitality Management. 30, 272–282.
Jones, R (2005), The Impact of Organizational Calture and Reshaping Capabilities On Change Implementation Success, Journal of Management Studies, 42(2), P.361-368
Jooste, C & Fourie, B (2009), The role of strategic leadership in effective strategy implementation, Southern African Business Review, 13(3), P. 182-207
Jims, S., & Co Workers.(2003). Strategic Management. Translated by Parsaian, A., & Araba, M. Tehran: Office of Cultural Research, 211- 219, (In Persian).
Khashei, V., & Hosaini, M.(2011). Strategic Control Statement. Journal of Information research, 18 (2), 117- 138, (In Persian).
Kalili. S.(2004). Strategic Management. Tehran: Book Reminiscent Currency, 202- 231, (In Persian).
Kelavin, P.(2003). Guidance of Factor Analyze. Translated by Aliei, M. Tehran: Emam Hosain University Currency, 162- 193, (In Persian).
Langfield, K (2007), A Review of Quantitative Research in Management Controls 62 System and Strategy, Handbook Of Management Accounting Research, Vol. 2, p. 41-62
Lorenge, P.(2009). Strategic Control. Translated by Arabi, M., & Hakak, M. Tehran: Office of Cultural Research, 208- 247, (In Persian).
Mahmoudi Meymand, M.(2012), Evaluate the impact of operational planning on the realization of production plan and cost reduction. Quarterly Journal of Organizational Resource Management Research, 2(5), 113-135(In Persian).
Mintzberg, H, James B. Q and Sumantra, G. (1999), The Strategy process, London: Printice Hall
Muralidharan, Raman (2004), A Framework for Designing Strategy Content Controls, International Journal of productivity and Performance Management, 53(7), P. 590-601
Mauborgne, R (2015), Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, Harvard Business Review Press
Miller, D (2006), Strategic Human Resource Management in Department Stores, Journal of Retailing and Consumer Services, 13 (2), P. 99-109
Nikolaou, E (2016), A Framework Development to Evaluate the Needs of SME in Adapt a sustainability- Balanced Scorecard, Journal of Integrative Environmental Science, 1(3), P. 179-197
Nilsson, Fredrik (2000), Parenting Style and Value Creation: A Management Control Approach, Management Accounting Research, 11(1), 89-112.
Okumus, F (2003), A Framework to Implement Strategies in Organizations, Management Decision, 41(9), P.51-64
Otarkhani, A.(2005). Strategic Control, a Path Toward Dynamic Constancy.Journal Of Management Expansion, 1 (3), 62- 84, (In Persian).
Peters, T & Waterman, R (2004), In Search of Excellence: Lessons from America's Best-Run Companies: Harper Collins,1-400.
Piers, J., & Rabinson, D.(2005). Planning and Strategic Management. Translated by Khalili, S. Tehran: Book Reminiscent Currency, 98- 117, (In Persian).
Purohit, D (2016), Strategic Planning in Unstable Environments, Long Range Planning, 40 (1), P. 64-83
Rencher, C (2012), Methods of Multivariate Analysis, P. 311-358
Roznahd, B., & Minjer, F.(2013). Soft Modeling in Management. Translated by
Azar, A. Tehran: Knowledge Glance Currency, 236- 261, (In Persian). Scholes, J (2007), Soft Systems Modeling in Action, Vol. 7, P. 81-96
Weine, B (2009), A Theory of Organizational Readiness for Change, Implementation Science, 4(1), P.62-76
Slater, S., Hult, G. T. M., & Olson, E. M. (2007). On the importance of
matching strategic behavior and target market selection to the business strategy in high-tech markets, Journal of the Academy of Marketing Science, 35(1), 5-17.
Sterling, j (2003), Translating Strategy into Effective Implementation: Dispelling the Myths and Highlighting What Works, Strategy & Leadership, 31(3), P.102-121
Smons, Robert (2000), Performance Measurements and Control System for Implementing Strategy, Prentice Hall
Sull, D, Spinosa, Ch. (2007). Promise-based management: The essence of
execution, Harvard Business Review, 85, 79-86
William, C(2009), Multivariate Data Analysis, Global Perspective, Prentice Hall, 7th Edition
Tomas, G., Slater, S.F., and Olson, E.M., M. Hult. (2010). Worried about
strategy implementation? Don’t overlook marketing’s role, Business Horizons53, 469-479
Yang, I, Guohui, S & Eppler, M. (2008), Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation, ICA Working Paper, 1-46.
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Alvani, M & Hashemian, M & Bahmani, M.(2009), Implement and evaluate policies in government organizations using balanced policy management. Quarterly Journal of Strategic Management Thought, 3(5), 5-34(In Persian).
Antoni, R.(2002). Management Control Systems. Translated by Ziaei, M. T.Tehran: Center of Government Management Training, 211- 228, (In Persian).
Azar, A., Alvani. M., & Danaei, H.(2011). Methodology of Quantity Research in Management. Tehran: Safar Currency, 127- 134, (In Persian).
Azar, A.(2015). Application Of Several Variable Statistics. Tehran: Knowledge Glance Currency, 182- 215, (In Persian).
Armstrong, M & Baron, A (1992), Handbook of Strategic HRM: The Key to Prove Business Performance, CIPD, London, 1-280.
Allison, M & Kaye, J (2016), Strategic Planning for Nonprofit Organization, p. 91- 224
Bazargan, A.(2016). Antecedent About Quality and Admixing Research Method. Tehran: Didar Currency, 263- 284, (In Persian).
Binesh, M.(2012), Planning strategy or thinking. Tadbir Monthly, 23(242), 116-121(In Persian).
Cater, T, pucko, D. (2010). Factors of effective strategy Implementation:
Empirical evidence from Slovenian business practice. JEEMS, 15(3), 207-236
Checkland, p (2009), Towards a Systems Based Methodology for Real World Problem Solving, 2, 238-272.
Chenhall, R (2011), Exploring the Relation between Strategy, Innovation and Management Control System, Journal of Management Accounting Research.
Creswell, J (2012), Qualitative Inquiry and Research Design: Choosing Amoung Five Approaches: SAGE Publication, 1-403.
Certo, Samuel.C (2001), Strategic Management: A Focus on Process, McGrew-Hill College
George Schreyogg (1997), Strategic Controls: a New Perspective, Academy of Management Review, 12(1), .91-103
Gillham, B. (2000), The Research Interview, London, Rautledge
Gurel, B (2015), Strategic Planning for Sustainability in a Startup Company, European Journal of Sustainable Development, 4 (2), P. 313-322
Haghighi, M & Rahmani Youshanloue, H.(2012), Examining and prioritizing obstacles to the implementation of strategic organizational plans. Quarterly Journal of Strategic Management Research, 19(51), 51-70. (In Persian)
Heide, M., Grønhaug, K.,and Johannessen, S. (2002). Exploring barriers to the
successful implementation of a formulated strategy. Scandinavian Journal of Management, 18(2), 217-231.
Herbiniak, L (2005), Making Strategy Work: Leading Effective Execution and Change, Upper Saddle River: Pearson Education, 1-369.
Herison, J., & Karon, J.(2003). Strategic Management. Translated by Khasemi, B. Tehran: Abtin Currency, 105- 141, (In Persian).
Hrebiniak. Lawrence G. (2005). Making strategy work: leading effective
execution and change, 2005 by Pearson Education, Inc. Publishing as Wharton School Publishing, 1-408.
Ines, Ghorbal-Blal (2011). The role of middle management in the execution of expansion strategies: The case of developers’ selection of hotel projects,
International Journal of Hospitality Management. 30, 272–282.
Jones, R (2005), The Impact of Organizational Calture and Reshaping Capabilities On Change Implementation Success, Journal of Management Studies, 42(2), P.361-368
Jooste, C & Fourie, B (2009), The role of strategic leadership in effective strategy implementation, Southern African Business Review, 13(3), P. 182-207
Jims, S., & Co Workers.(2003). Strategic Management. Translated by Parsaian, A., & Araba, M. Tehran: Office of Cultural Research, 211- 219, (In Persian).
Khashei, V., & Hosaini, M.(2011). Strategic Control Statement. Journal of Information research, 18 (2), 117- 138, (In Persian).
Kalili. S.(2004). Strategic Management. Tehran: Book Reminiscent Currency, 202- 231, (In Persian).
Kelavin, P.(2003). Guidance of Factor Analyze. Translated by Aliei, M. Tehran: Emam Hosain University Currency, 162- 193, (In Persian).
Langfield, K (2007), A Review of Quantitative Research in Management Controls 62 System and Strategy, Handbook Of Management Accounting Research, Vol. 2, p. 41-62
Lorenge, P.(2009). Strategic Control. Translated by Arabi, M., & Hakak, M. Tehran: Office of Cultural Research, 208- 247, (In Persian).
Mahmoudi Meymand, M.(2012), Evaluate the impact of operational planning on the realization of production plan and cost reduction. Quarterly Journal of Organizational Resource Management Research, 2(5), 113-135(In Persian).
Mintzberg, H, James B. Q and Sumantra, G. (1999), The Strategy process, London: Printice Hall
Muralidharan, Raman (2004), A Framework for Designing Strategy Content Controls, International Journal of productivity and Performance Management, 53(7), P. 590-601
Mauborgne, R (2015), Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant, Harvard Business Review Press
Miller, D (2006), Strategic Human Resource Management in Department Stores, Journal of Retailing and Consumer Services, 13 (2), P. 99-109
Nikolaou, E (2016), A Framework Development to Evaluate the Needs of SME in Adapt a sustainability- Balanced Scorecard, Journal of Integrative Environmental Science, 1(3), P. 179-197
Nilsson, Fredrik (2000), Parenting Style and Value Creation: A Management Control Approach, Management Accounting Research, 11(1), 89-112.
Okumus, F (2003), A Framework to Implement Strategies in Organizations, Management Decision, 41(9), P.51-64
Otarkhani, A.(2005). Strategic Control, a Path Toward Dynamic Constancy.Journal Of Management Expansion, 1 (3), 62- 84, (In Persian).
Peters, T & Waterman, R (2004), In Search of Excellence: Lessons from America's Best-Run Companies: Harper Collins,1-400.
Piers, J., & Rabinson, D.(2005). Planning and Strategic Management. Translated by Khalili, S. Tehran: Book Reminiscent Currency, 98- 117, (In Persian).
Purohit, D (2016), Strategic Planning in Unstable Environments, Long Range Planning, 40 (1), P. 64-83
Rencher, C (2012), Methods of Multivariate Analysis, P. 311-358
Roznahd, B., & Minjer, F.(2013). Soft Modeling in Management. Translated by
Azar, A. Tehran: Knowledge Glance Currency, 236- 261, (In Persian). Scholes, J (2007), Soft Systems Modeling in Action, Vol. 7, P. 81-96
Weine, B (2009), A Theory of Organizational Readiness for Change, Implementation Science, 4(1), P.62-76
Slater, S., Hult, G. T. M., & Olson, E. M. (2007). On the importance of
matching strategic behavior and target market selection to the business strategy in high-tech markets, Journal of the Academy of Marketing Science, 35(1), 5-17.
Sterling, j (2003), Translating Strategy into Effective Implementation: Dispelling the Myths and Highlighting What Works, Strategy & Leadership, 31(3), P.102-121
Smons, Robert (2000), Performance Measurements and Control System for Implementing Strategy, Prentice Hall
Sull, D, Spinosa, Ch. (2007). Promise-based management: The essence of
execution, Harvard Business Review, 85, 79-86
William, C(2009), Multivariate Data Analysis, Global Perspective, Prentice Hall, 7th Edition
Tomas, G., Slater, S.F., and Olson, E.M., M. Hult. (2010). Worried about
strategy implementation? Don’t overlook marketing’s role, Business Horizons53, 469-479
Yang, I, Guohui, S & Eppler, M. (2008), Making Strategy Work: A Literature Review on the Factors Influencing Strategy Implementation, ICA Working Paper, 1-46.