شناسایی و اولویت‏‌بندی پیامدهای عدم نوسازی راهبردی در سازمان‌‏های توسعه‌‏ای ایران با محوریت سیاست‌های کلی نظام در بخش صنعت

نوع مقاله : علمی - پژوهشی

نویسندگان

1 دانشجوی دکتری، رشتۀ مدیریت دولتی، دانشکدۀ اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران

2 استادیار، گروه مدیریت بازرگانی، دانشکدۀ اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران

3 استاد، گروه مدیریت دولتی، دانشکدۀ علوم اقتصادی و اداری، دانشگاه لرستان، لرستان، ایران

4 استاد، گروه مدیریت صنعتی، دانشکدۀ مدیریت و حسابداری، دانشگاه تربیت مدرس، تهران، ایران

چکیده

  سازمان‏‌های توسعه‌‏ای با چالش‌‏های عظیمی همچون دور افتادن از فضای رقابت جهانی، فاصلۀ زیاد با رقبا و توسعه‌نیافتگی طرح‏‌های صنعتی روبه‏‌رویند. در چنین شرایطی، سازمان‏‌های توسعه‌‏ای جهت پیشبرد طرح‌‏ها و پیکره‌‏بندی مجدد قابلیت‌‏های سازمانی نیازمند نوسازی راهبردی هستند. درصورت انجام نشدنِ نوسازی راهبردی در سازمان‏‌ها، به‌طور بالقوه اعتبار و ارزش سازمان آسیب می‌‌پذیرد و منجر به کاهش سوددهی و دست‌نایابی به چشم‌‏اندازهای بلندمدت می‌‏شود. هدف پژوهش حاضر شناسایی و اولویت‌‏بندی اثرپذیری و اثرگذاری پیامدهای عدم نوسازی راهبردی در سازمان‌‏های توسعه‌‏ای با محوریت سیاست‌های کلی نظام است. این پژوهش از نظر هدف کاربردی و از لحاظ نوع‏‌شناسی پژوهش در زمرۀ پژوهش‌های آمیخته با رویکرد کیفی و کمّی در پارادایم قیاسی ـ استقرایی است. جامعۀ آماری پژوهش در بخش کیفی استادان، مدیران و سرپرستان اسبق و فعلی در شرکت‌های دولتی تابعۀ ایدرو بود. با توجه به هدف پژوهش، نمونه‌گیری به‌صورت هدفمند، با استفاده از تکنیک گلوله‌برفی و به تعداد 22 نفر انجام شد. جامعۀ آماری پژوهش در بخش کمّی مدیران میانی و ارشد شرکت‏‌های تابعۀ ایدرو بودند که با بهره‏‌گیری از روش نمونه‏‌گیری غیراحتمالی در دسترس، 38 نفر از مدیران این حوزه در این پژوهش مشارکت کردند. در بخش کیفی، داده‌‏های به‌دست‌آمده از مصاحبه‏‌ها به استخراج چهارده پیامد عدم نوسازی راهبردی در شرکت‌‏های تابعۀ ایدرو انجامید. براساس تحلیل دیمتل، ساختار سازمانی ناکارآمد، اینرسی در تسهیم دانش و تضاد کار ـ خانواده بیشترین اثرگذاری، و تضعیف پرستیژ سازمانی، از دست دادن جایگاه شرکت در بازار و کاهش بهره‌‏وری بیشترین اثرپذیری در میان پیامدها را دارد و عوامل تردید در تصمیم‌‏گیری راهبردی، کاهش بهره‌‏وری و ساختار سازمانی ناکارآمد از پراهمیت‌‏ترین پیامدهای عدم نوسازی راهبردی به‌شمار می‌رود.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Identifying and Prioritizing the Consequences of Strategic Non-Renewal in Iranian Development Organizations Considering the General Policies of the Industrial Sector

نویسندگان [English]

  • Mahdieh Vishalghi 1
  • Alireza Moghaddam 2
  • Reza Sepahvand 3
  • Adel Azar 4
1 PhD Candidate of Public Administration, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran
2 Assistant Professor, Department of Business Management, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran
3 Professor, Department of Public Administration, Faculty of Economic and Administrative Sciences, Lorestan University, Lorestan, Iran
4 Professor, Department of Industrial Management, Faculty of Management and Accounting, Tarbiat Modares University, Tehran, Iran
چکیده [English]

Development organizations are facing serious challenges such as lack of international competition, inability of competing with rivals, and under-development in industrial schemes. In such a condition, the development organizations need a strategic renewal to improve their plans and frameworks for empowering their organizational abilities. If such a renewal does not happen, it might damage the reputation of the organization and decrease the productivity and success in the long run. This study, accordingly, aims to identify and prioritize the consequences of strategic non-renewal of the development organizations considering the general policies. The aim is practical and it employs a qualitative-quantitative research method within the comparative-deductive paradigm. The population in the qualitative analysis includes professors, managers, and ex- and current runners of the governmental companies affiliated with IDRO The purposeful sampling was done through snowball sampling method, which gathered 22 individuals. The population, in the quantitative analysis, consisted of the middle and higher managers of the companies affiliated with IDRO. Based on the DEMATEL analysis, the unproductive organizational structure, lack of knowledge, the conflict between work and life had the most impact, and damaging the organizational prestige, lack of competition in the market, and reduced productivity had attracted the most influence. Some of the main consequences included inability to make decision, reduced productivity, and ineffective organizational performance.

کلیدواژه‌ها [English]

  • Strategic renewal
  • development organizations
  • IDRO
  • DEMATEL

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