نشریه پژوهش های راهبردی ارتش
پیاپی 9 (پاییز 1403)

Researches show that much than 80% of formulated strategies have been failed in execution stage. There are many reasons for these failures. One of the main reasons for these failures, is the non-alignment between business strategy and organizational behavior affairs (such as organizational cultures, conflict, motivation, power and politics and etc) as an infrastructure of strategy execution. In this paper, the alignment between business strategy and power 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, applied-developmental 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 for verifying the validity of power model (developed by researches of this project) 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 business strategy and power types are more aligned, have a higher performance

This study endeavors to formulate a structural model for the individual development trajectory of commissioned officers. Employing a descriptive-survey and cross-sectional methodology, the research draws upon a population of 65 military personnel eligible for transitioning from the "Officer B" to "Officer A" category. This cohort comprises 21 individuals from the AJA headquarters and 44 from various units of the NEZAJA. A comprehensive sampling approach was adopted. Data collection employed a researcher-designed questionnaire, whose validity was determined through expert assessments, while reliability was established via Cronbach's alpha coefficient. Of the distributed questionnaires, 52 were completed. Model fitting utilized LISREL, and data analysis employed SPSS. Employing Friedman's test, the ranking of three dimensions, 30 factors, and 66 evaluation indices was accomplished. The findings highlight the "specialized empowerment programs for personal development of employees" dimension (mean: 3.89) as holding a "desirable" status and achieving the highest rank. Similarly, the "developing the ability of tactical marching of employees" measure garnered an average of 4.43, indicating a "favorable" status and securing the highest rank.

After the acceptance of Resolution 598, Imam Khomeini in his message in 1367 addressed to the country's commanders, raised the idea of an Comprehensive defense strategy and emphasized the necessity of its formulation in feautore. According to the needs of the day and time conditions and to deal with the soft and military threats, attention to this strategy in recent years by the Supreme Commander of the Armed Forces. Air defense is the first priority and paying attention to Comprehensive defense of the country's sky is necessary from the perspective of His Highness, explaining the role of the Commander in guiding the Comprehensive defense of the country's sky is considered one of the most important points and is the goal of research. In terms of practical purpose, terms of qualitative, in terms, the present research is an explanatory description with the foundation's data analysis which has been examined and analyzed in the form of conceptualization, categorization, then modeling. According to the results the strategies and consequences of the guidance of the supreme command in the Comprehensive defense of the country's skies are as follows:Strategies:Endurance and preparedness and insight, maintaining and improving combat readiness and power, comprehensive response to threats by using coherent and integrated capabilities of command and control in Comprehensive defense, showing the power of deterrence and Comprehensive defense readiness by using indigenous equipmentConsequencessmart, technological, multi-skill based, flexible and dynamic defense, stable, permanent, reliable and responsive air defense and creating integrated deterrence for Iran.

In recent years, capitalism has always been an important resource for organizations in order to develop and grow and achieve sustainable competitive advantage, and this has been one of the important factors in increasing combat capability that is one of the important goals. This is a study. The present study is descriptive-follow-up with a practical nature and timely time. The statistical population of the Islamic Republic of Iran's Army is the first sample community of 20 experienced and specialized professors in the field of defense and financial management in the faculty of the military universities of Ajay and the second community of 184 military retirees with a PhD in Military Ph.D. . In this study, the library method was used to analyze the Fuzzy Delphi Questionnaire and the ranking analysis process, and to validate the final model of the research, correlation and regression analysis and SPSS software were used.The results of the study showed that human capital, capitalization, social capital are the most important indicators of capitalist capital, and with the help of the statistics, the most important and influential component of any particular specificity was determined in increasing combat capacity and also that strategic capital management was determined. Intellectual, capitalist, capitalist and social capital have a positive and significant impact on enhancing the combat capability of the Islamic Republic of Iran

Today, a major part of the needs related to the armed forces is provided through the defense industry sector. In the current research, the challenges and harms of the interaction between the armed forces and defense industries have been investigated with the approach of joint creation. In the first stage of the research, 32 cases of common injuries were counted and entered into the Max QDA software in the form of code, and then a group of 15 defense department managers were interviewed. Since the content obtained from the interviews are also of a qualitative nature, therefore, in order to examine these interviews, the qualitative content analysis method was used to obtain the damages with the approach of interactions between the armed forces and defense industries. According to the findings, lack of resources and motivations and unclear common vision with 77.7%, poor understanding of customer needs and motivational factors with 58.8% and weak organizational ability with 57.9% are the most important factors and with the most opinions of the interviewees. Berber results of the lack of alignment between the proposed values of operational resources and workable solutions with 5.6%, lack of customer participation and lack of reward and recognition system with 3.8% and poor corrective skills and lack of customer competence with 11.3% as the most important. There are factors in the interactions between the armed forces and the defense industry that need to be reformed

This article has been carried out using a case study method and its purpose is to determine the effective factors on the organizational structure agility; The article is of an applied type and is done by factor analysis (exploratory) method. The data collection method was a combined (field, library) method; the statistical population is 98 people. KMO index and Bartlett's test were used to ensure the adequacy of the sample of the statistical population.Effective factors in organizational dimensions are divided into two structural and content groups; Structural dimensions include; Administrative components are independence, concentration, complexity, delegation, separation, formality, professionalism, scope of control, specialization, standardization, and vertical scope, and the content dimensions include; The strategic goals of the organization are the size and talent of the organization, public environment, organizational culture, technology, power and control, evaluating the effectiveness of the organization and using the virtual organization; At the end, 8 factors, in order of strategic goals of the organization, size and talent of the organization, organizational culture, use of virtual organization, vertical scope, delegation of authority, scope of control and formality as the main strategic factors affecting the agility of the organizational structure of the major ground combat units of the Republic Army Islamic Iran is determined