فصلنامه مطالعات مدیریت راهبردی
پیاپی 6 (تابستان 1390)

Growth of information and knowledge has been very fast in recent year and from this view entitle nowadays era to knowledge explosion era. Knowledge management is a strategic asset for the organization up to contemplation about how manages an organization. By distance from traditional economic based on knowledge, knowledge altered to basic asset of organizations and its management seems to be essential affair. In modern economic knowledge is main source of economical and industrial improvement. World class organizations are the new generation of organization that is result of alteration in modern universe trade and workmanship. This alterations Couse to change organic paradigm and dominate modern paradigm. New paradigm has invoked its particular organizations that nowadays attribute to world class organizations. Purpose of this study is consideration the role of knowledge management in productive organizations to attain world class. In order to this intention has used of correlation test, statistical society of this research was rahan tavan company from zanjan state. Implement of data collection are consist of study of literature of research and questionnaire. Confirmation of hypothesis test, significant relationship knowledge management with decrease of costs, increasing of outputs quality continuous innovation and improvement and attaining to world class affirmed in productive organizations.

Mobile banking is the facilities which present in the most countries. This payment had being admired for its ease of use and its popular and speedy accessibility. On one hand strategic plan had been developed in private parts such as private banks that could assist them. On another hand there is a lots fear in affective of mobile banking services and the present of e-services to adoption of customers. In this paper, we introduce adoption in terms of usage, accessibility, speed and security. In our point of view these functional parameters depend on some individual characteristics include gender, age, income, educational degree, internet usage and attention to advertisements. The main objective of this paper was investigating the relationship between adoption of mobile banking services and the characteristics of customer which could help obtain potential customers. The required data for the current research have been provided through a specific questionnaire which had presented to the customer of mobile banking services in private banking in Iran and the management experiment in this scope. For discovery of relations and dominant patterns in collected data, we applied data mining techniques and specifically decision tree learning algorithms. The experimental results show that customer adoption of mobile banking services is strongly dependent on the degree of risk taking.

The current paper is trying to study the pathology of strategic alignment gap between Information Technology strategies and the organizational strategies in the following four areas: 1) Management and leadership through three indices of Governance, partnership and communications management, 2) Applied systems and electronic services using business architecture and applied systems, 3) Technical infrastructure via Information Technology architecture and information systems, 4) Human resources, culture and training through skilled manpower, culture and training. Our sample is composed of 170 managers, supervisors and experts in the 8 different deputies of Esfahan municipality. The required data is gathered through a questionnaire with 0.996 Chronbach’s alpha coefficient and considering stratified random sampling method. We have used paired comparison test of the average for our analysis. Our results show that according to managers, supervisors and experts points of view in Esfahan municipality there is an alignment gap in all four mentioned areas, in a way that governance from the first area, applied systems from the second, IT architecture from the third and training from the forth area had the largest alignment gap between all indices.

The aim of this paper is to provide infrastructures for a knowledge - oriented foresighting based on the theorizing patterns about “perception and understand” and “time”. Approach of paper is descriptive, creative and causality. Hence, first “perception and understand statement” will be explained as a foundation for development of all activities. Then “time component” will be introduced independently as a core concept. Then, some theorems about time will be presented. Thus, time’s behavior is going to be explained in terms of goals, nature, mission, roles, and mechanism. So, subjective principles, foresighting techniques, and its presumptions and approaches as well as key leanings and multiple minds will be discussed. Finally, If the “perception and understand” will be know well, then we can manipulate it. Based on mechanisms of soft perception and understand, we are able to know “time highway”, live and vehicle phenomena. We are also able to explain its role and mechanisms and use them. Then the structure of future will emerge. Although the foresighting is description and explanation of potential times feature with expected characteristics, but it needs a systematic method for search, design, actualization based on merit beliefs and attitudes.

The main objective of this research is to study the competency of re-engineering for increasing company competitive capability. There are six hypothesis covering six management’s factors of senior manager’s support, conforming of the competency, teamwork, participations, conforming in the supportive management systems, resistance of change, in the successful implementation of a reengineering process for the propose of improvements in competitive strategies. The method of research is survey-descriptive and statistical population is 304 employees of the company of Aras International Electrical Industries (except the service workers). A sample of 142 employees are selected through a simple random sampling, and questionnaire is the means of data collection. Validity and reliability of the questions are proved through the expert’s opinion and Cronbach’s Alfa test of 0.88. consecutively variables are analysed by a few relative descriptive-statistics, as well as the t-test, Fridman and Ranked correlated of Spearsman methods.The results shows that the estimators of tests for the five hypothesis are higher than three, in which five hypothesis are accepted and only one of them “the resistance to change” is rejected. It means that the degree of readiness in those factors and indicators of management in the process of implementation of reengineering are not identical from the employees’ points of view and all the for goings factors are directly or indirectly inter-effected.

The purpose of this study is designing a model to determine important factors on export performance (EP) in the base of differentiation strategy for non_ metal mineral industry of Iran. In this paper, available approaches in the scope of determinants of EP are identified consist of contingency view, relational and resource based view. In this study, we examine relationship between resources, competitive strategy (differentiation) and export performance. The purpose of this paper is that how resources are caused directly and indirectly a high level of performance throughout differentiation strategy. Conceptual model in this research integrate three main components of strategic management. It means that internal environment (resources, capabilities and system), competitive strategy and performance. We distribute 300 questionares and 285 of them were beanalysied. In this research, we investigate that differentiation strategy based model. As a result, competitive resources have the most effect on export performance (40%).

Strategy is defined in three levels: corporate level, business level and functional level. Aligning these three levels is important for the success of organization. Operation is one of the functional units which respond to produce products. The main question research is how to make alignment between operation and business strategy. In order to answer this question, representing a model is requisite. The model consists of business strategy, competitive priorities and operation strategic decision area constructs. For explaining alignment model, the first question is: according to kind of business strategy, which competitive priority is selected and then according to selected competitive priorities, which operation strategies are suitable? To answer these questions, the data was collected from 160 companies in food and chemical industries were selected and were studied. With regard to aim, this article is applied. For analyzing of data, by using a descriptive-survey method the kind of business strategy, competitive priorities and operation strategy was determined, then by descriptive-correlation method, the relation between them was determined. For obtaining the alignment relation a methodology were generated and based on an alignment code for per company and also 25 alignment types were identified. Results show that company's performance is different which considers their performance. In another word alignment is differ between successful and unsuccessful companies. Which after considering their performance, seven types of alignment were distinguished as being suitable. These types were used to develop the operational alignment model. This study also supports the trade-offs approach to competitive priorities.