فصلنامه فرایند مدیریت و توسعه
سال بیست و یکم شماره 4 (پیاپی 70، زمستان 1387)

Iran has been involved in development issues and planning for years. Yet، the top question which should antecede development planning is، “Who leads development planning?” The question may be paraphrased like this، “How are national development plans oriented and by who?” This study tries to analyze the present model of development in Iran and suggest another model to devise development plans. The article firstly explains development and planning concepts to set a firm notional framework، and later critically analyzes the previous development plans. Then planning process mechanisms are studied; this، in turn، demonstrates the Iranian governmental approach to development leadership and direction. Finally، network approach to planning is introduced، followed by a suggestion of a model for devising plans.

It is inevitable to have a common currency to do business and trading transactions within the Islamic Common Market. To fully comprehend the high significance of Islamic Common Currency، suffice it that one notices euro and US dollar used in transactions among member countries of Islamic Common Market are channeled to inject Islamic countries’ capitals into western and European economies while economic sectors in Islamic countries increasingly need capitals and liquidity to inject into their production and industry sectors. The development of Islamic Common Market and common currency area among Moslem governments yield hefty interests through channeling and utilizing Moslems’ capitals for various purposes such as developing Islamic countries’ economies، helping the emerge of an economic، political and Islamic power in the global era، expediting prosperous trade transactions among Islamic countries، expanding comprehensive relations among Islamic countries، adding governments’ taxation revenue resources، poverty reduction and public welfare improvement and last but not the least reducing interest rates. Moreover، costs and losses of establishing Islamic Common Currency might be reducing independence of the Islamic governments in adopting fiscal and monetary policies، difference of preferences about inflation and unemployment، interactive impact of the economy of a member country on the common market and the other way round and finally inflation taxes. Yet، apparently، its interests exceed the setbacks، not to mention the fact that the development of Islamic Common Market and Islamic Common Currency would be an outgoing path from the existing economic crisis.

Long since it has been considered very important to develop capitals، increase economic growth، expand intra-regional economic communications and transactions and in short produce national wealth. Around late 1980’s، South Korean corporations began to invest in industries and corporations overseas، technically known as outward foreign direct investment (FDI). Initially، South Korean government imposed some limitations and impediments on the initiative. From among the reasons given by the Korean government to obstruct outward FDI، one could refer to “lack of a suitable managerial system” or “envisaged malefic impacts on the national industry، educational system and employment”. Given the increasing number of domestic investors compared to that of outward ones، the Korean government started devising an all-out approach to managerial issues and a widespread systematic plan to organize investment system of the country. This scheme began to consider investing in foreign industries and corporations as a positive approach protected by national support. As the scheme was further developed، there came a time when there was a need to invest in domestic industries; So، Korean outward FDI switched its role to absorb foreign capitals inward، better known as inward FDI. This article tries to survey both outward and inward FDI to examine their influence on investment processes and areas، employment، trade، competitive advantage and technological transfer into South Korea. In the end، the results are analyzed and some recommendations are given to adopt an all-out and comprehensive managerial approach to investment.

Top managers of organizations should always spend most of their time to improve their organizations while devolving the routine and day-to-day maintenance affairs to lower levels. Is it commonly practiced in the same manner in our organizations? The manager who wastes his time by issuing written orders about the jobs which otherwise could have been delegated to subordinate experts would lack enough opportunity to think about new ways to improve the organization. There are two different main standpoints on how to fulfill improvement، namely، gradual/continual improvement، also known as Kaizen، and great leap-based improvement، i. e. innovation. Generally speaking، Japanese companies prefer gradual improvement and Western ones rather believe in innovation. This paper tries to provide an answer to the essential question، “Which of these two approaches are applicable in Iran?” In the final analysis، improvement in the quality of financing and planning (production amount and delivery deadline) becomes the main factor. Here، improvement refers to Kaizen and innovation together. Any corporation or organization should exploit Kaizen and innovation to survive، grow and improve. Now، the chief query emerges to be how to replace grey cells with black petroleum sales and increase our national income through selling and conceding intellectual rights of innovation rather than selling petroleum. Indeed، what shall we do to materialize our ideas and innovations? This article uses descriptive-analytical method to explain various aspects of the issue.

In neo-classical economics analysis، domestic prices liberalization policy is administered with the aim of ameliorating economic status as well as augmenting efficiency. Yet، focusing on mere price reform using the price tool by itself has not been a success story in developing countries. This article introduces an alternative approach to economics and tries to study the subject from that point of view. The results of the study indicate that pondering on institutions as the rules of social games and temporality of institutional formation and changes bring about novel issues and solutions for policy administration.