Pattern for the Alignment of Power Types with Change Types and its Effect on Companies Performance

Researches show that much than 70% change efforts have been failed to realize the expected goals. One of the main reason for this failure, is the non-alignment between power types and change. In this paper, the alignment between power and change types and its effect on the performance improvement were investigated in 18 commercial companies of Defense Ministry, being active in trading (non-military) market. The present research is descriptive-expressive in terms of goal, applieddevelopmental in terms of consequence and mixed (qualitative-quantitative) in terms of data type. In quantitative research, 105 questionnaires were collected from the strategists of companies. In this research, "the model of structural equations" and especially the technique of path analysis were applied to study the relationships between the research variables, employing the Software smart PLS, v. 3.0; "cluster analysis" and "variance analysis" were performed by the Software SPSS, v. 19. Also, the qualitative data from the structured interviews made with 36 senior managers was analyzed by content analysis, and the criterion for comparing the performance of the companies was determined by Delphi technique. The results of variance analysis test indicated that the companies, where change and power types are more aligned, have a higher performance.