نشریه اندیشه مدیریت راهبردی
سال شانزدهم شماره 1 (پیاپی 31، بهار 1401)

Oftentimes, policy failure refers to the wrong definition of a policy problem. This is a pervasive challenge in various fields, especially public policy analysis studies, which are also referred to in different terms. In practice, too, the definition of a wrong problem in the form of a third type of error leads to policy problems remaining unresolved and sustainable. The cause of the third type of error should be sought for four reasons: systems of problems, different interpretations, information politics, and external changes.In this article, while reviewing the nature of policy problem and problem definition theories, a typology of the most important policy problem theories is presented. In addition to the literature review, we will present the "Problem Definition prism of light spectrum", which describes in seven layers the intellectual spectrum of problem definition theories: purpose, theme, ontology, scientific paradigm, method, approach, and level of analysis. The present study seeks to present the complexities of the problem definition process to the viewers and to avoid simplifying the definition of policy problems.

Understanding the Critical Success Factors (CSFs) of Business Continuity Management (BCM) and determining the relationships between these CSFc are the most important issue for the success or failure of companies. The main purpose of this study is to design a fuzzy cognitive strategic map for the CSFs of BCM in the petrochemical industry. Based on the purpose, this research is applied research. The research population includes 10 petrochemical companies in which the managers of the business continuity command center of these companies were selected as experts. The CSFs of BCM were identified using a systematic literature review and qualitative content analysis, and fuzzy cognitive mapping was used to design a fuzzy strategic map. The results show that 9 CSFs were identified, namely "business continuity strategy", "contingency planning", "crisis management", "emergency management", "Enterprise risk management", "disaster recovery", "continuity culture" "Business", "Senior Management Commitment and Support", and "Business Impact Analysis". This study also showed a communication model of the identified factors in which the relationships between the main and secondary factors with each other are determined. The business continuity strategy is the key CSF for BCM and has the highest centrality index. This research can develop theoretical literature on the CSFs of BCM and also provide useful insights for managers of the surveyed organizations, in particular, and other organizations, in general, to implement BCM.

several studies have been conducted on the role of organizational design dimensions in strategic changes. The purpose of this research is to study previous researches in the field of the mentioned subject. In order to fulfill the purpose of the article, a systematic review method was selected and according to it, the existing articles in the period 1990 to 2021 were reviewed. Finally, 71 articles were recognized as eligible for review, and the content of these 71 articles was analyzed by content analysis method. Systematic review finally examined the dimensions of organizational design under the four dimensions of "organizational structure", "organizational culture", "organizational resources and capabilities" and "organizational processes and systems"; "organizational structure and organizational culture" has the components of "structural requirements", "deregulation and change of bureaucracy" and "organizational culture and climate", the role of "resources and capabilities of the organization" with the components of "sources of change", "human resources", " Organizational knowledge" and "dynamic and strategic capabilities" and finally the role of "organizational processes and systems" have the components of "control and evaluation", "change management" and "production". Indicators were considered in detail for each of the mentioned components, during this review, four content gaps and two methodological gaps were identified. Content gaps include: "Reductions of the phenomenon of strategic change", "Lack of application of a network perspective on the trend of divergence of power in the organization", "Ambiguous explanation of the role of slack resources in the implementation of strategic changes" and "weak explanation of the role of environmental variables in the implementation of strategic changes"; And methodological gaps include "failure to identify and organize the many variables of mediators and moderators" and "control group disregard "in experimental research.

Systematization and systematic view of various phenomena in the field of management has become a paradigm for theorizing thinkers, and in line with this paradigm, efforts to integrate humanities and Islamic sciences, especially in the field of management around the concept of systematization, has reached its peak. Therefore, the purpose of this article is to conduct an analytical study of the organizational systematization model based on Islamic rituals using narrative sources. In order to fulfill this goal, a mixed research method (qualitative-qualitative-quantitative) was used. In the first stage, based on the method of signification research, 232 meanings were extracted from the hadiths of the Book of Sufficient Subjects. Then, in the second stage, by content analysis, the output of the previous stage was examined and 90 organizing themes were formed. Then, eight comprehensive themes were obtained as the output of this stage, which are considered as the dimensions of the organizational systematization model based on religious rites. The eight mentioned dimensions that are the results of the present research are: central signifier (first dimension), coordination with the system of creation / legislation (second dimension), system end (third dimension), principles of the system (fourth dimension), basic mechanisms (fifth dimension) ), Objectivity and mechanism of propaganda and announcement of the system (sixth dimension), mechanism of system dynamics (seventh dimension), trustee of the system (eighth dimension). Finally, in the third stage, the relationship between the components of these eight dimensions was determined using interpretive structural analysis (ISM) method.

The rapid changes in the business environment have demanded innovation as an urgent need to survive in global markets. To implement innovation, organizations largely depend on their employees’ ability, commitment and beliefs toward innovation. Therefore, human resources and the emergence of innovative behaviours that are considered complex individual behaviours have a key role in the realization and promotion of innovative policies of organizations. To clarify innovative work behaviour, various factors have been discussed in the literature, among which, cognitive learning style is a factor in differentiating people in their way of thinking and learning. Employing the exploration research method analysis, this study investigates the relationship between learning style and innovative behavior in a conceptual and researcher-made model by considering the moderating variables of age, education and organizational position. The data included 950 valid questionnaires. While applying SPSS V27 and Minitab-V20 tools, linear regression analysis was used to assess the validation of hypotheses. The results show that there is no relationship between divergent styles and the emergence of innovative behaviour. Also, the convergent style is associated with the exploration and championing as well as not affecting the implementation of the idea. Also, the assimilating style has a strong relationship with the championing of the idea. Besides, among the moderating variables, the organizational position factor only affects the implementation of the idea, and age and education also affect the exploration and championing of the idea. According to the literature review, the relationship between learning style and innovative work behaviour is very rare in studies related to organizational innovation, so this research can be useful to enrich studies around this concept and its application in promoting organizational innovation.

The high rate of business failure in the market entry or excess entry as one of the anomalies in the field of strategic management has attracted the attention of researchers in recent years. Previous research in this field has emphasized the role of managers' cognitive bias in excess entry. Based on this, the current research seeks to identify and categorize the cognitive bias involved in excess market entry by a systematic review of the literature in this field. This research in terms of purpose is developmental-applied research and in terms of method is descriptive. Also, this research based on the nature of data is qualitative. The data of this research have been collected through the libraries study and analyzed through a systematic review method. For this purpose, 22 articles in the period 1999 to 2020 have been selected by reviewing keywords, abstracts, and finally the text of articles. By reviewing articles, managers’ six cognitive biases identified. These cognitive biases occur in three basic factors of market entry. First, managers' cognitive biases about firm capabilities include: overconfidence (overestimation and overprecision), planning fallacy, and illusion of control. Second, managers' cognitive biases about competition include: overconfidence (overplacement), and competitors neglect (competitive blind spots and brick wall effect). Third, managers' cognitive biases about market demand include: optimism, and anchoring. Finally, a general framework of managers' cognitive biases in market entry decisions are presented. As well as, mitigating strategies for cognitive market entry bias have been presented. Also, theoretical and practical implications are presented.