Institutional challenges of productivity in Iran engineering and executive system

Document Type : Research/Original/Regular Article

Authors

1 Project management and construction departments, art faculty, Tarbiat Modares University, Tehran, Iran

2 project management and construction departments, art faculty, tarbiat modares university, tehran, iran

Abstract

Development programs are the pivot of the economy and, as a result, government-funded investments are realized, and along with private sector investment, will generate economic growth. Every year, a large part of country's budget is spent on development programs’ implementation. Considering the importance of implementing projects in developing the country on one hand and spending a huge national budget on the other, it is important to pay attention to programs’ efficiency and effectiveness. The evaluation of development programs’ productivity does not indicate their favorable status, and most projects have experienced increasing time and cost. Therefore, it is important to identify the factors affecting the low productivity of Iran engineering and executive system. On the other hand, the nature of challenges in Iran engineering and executive system is structural and institutional. Therefore, in this research with an institutional approach, factors affecting the low productivity of Iran engineering and executive system have been examined. The interview was used to collect data. The results indicate that factors such as weakness in the governance structure, the ineffectiveness of legislative and judicial institutions, lack of commitment and belief in the planning process, political and partisan pressures of the deputies ... have effected on Iran engineering and executive system’s performance.

Keywords

Main Subjects

References

Bouilloud, J.-P., Pérezts, M., Viale, T., & Schaepelynck, V. (2019). Beyond the Stable Image of Institutions: Using Institutional Analysis to Tackle Classic Questions in Institutional Theory. Organization Studies, 1(1), 22.
Hodgson, G. M. (2007).  Institutions and individuals: interaction and evolution. Organization Studies, 28(1), 95–116.
Kondra, A. Z., & Hinings, C. R. (1998). Organizational Diversity and Change in Institutional Theory. Organization Studies, 19(5), 743-767.
Micelotta, E., Lounsbury, M., & Greenwood, R. (2017). Pathways of Institutional Change: An Integrative Review and Research Agenda. Journal of Management, 43(6), 1885-1910.
Miterev, M., Engwall, M., & Jerbrant, A. (2017). Mechanisms of Isomorphism in Project-Based Organizations. Project Management Journal, 48(5), 9-24. doi: 10.1177/875697281704800502
North, D. C. (1991). Institutions, The Journal of Economic Perspectives,. 5(1), 97–112.
Orr, R. J., & Scott, W. R. (2008). Institutional exceptions on global projects: A process model. Journal of International Business Studies, 39 (2008), 562-588.
Powell, W. W. & Bromley, P. (2013). New Institutionalism in the Analysis of Complex Organizations. Elsevier (Hg.): International Encyclopedia of Social and Behavioral Sciences, 2, 1 –13.
Roghanian, P., Rasli, A., & Gheysari, H. (2012). Productivity Through Effectiveness and Efficiency in the Banking Industry. Procedia - Social and Behavioral Sciences, 40, 550-556.
Scott, W. R. (2012). The institutional environment of global project organizations. Engineering Project Organization Journal, 2(1-2), 27-35.
Scott, W. R. (2014). Institutions and Organizations: Ideas, Interests, and Identities (Fourth ed.). Thousand Oaks, CA: SAGE.
Swaminathan, A., & Wade, J. B. (2016). Institutional Environment. In M. Augier & D. J. Teece (Eds.), The Palgrave Encyclopedia of Strategic Management (pp. 1-7). London: Palgrave Macmillan UK.
Zidane, Y. J.-T., & Olsson, N. O. (2017). Defining project efficiency, effectiveness and efficacy. International Journal of Managing Projects in Business, 10(3), 621-641.
Quarterly Journal of The Macro and Strategic Policies
Volume 8, Issue 30 - Serial Number 2
September 2020
Pages 340-368

Files

Share

How to cite

Statistics