نوع مقاله : مقاله پژوهشی
نویسندگان
دانشجوی دکتری مدیریت ورزشی، گروه تربیت‌بدنی، واحد علی‌آبادکتول، دانشگاه آزاد اسلامی، علی‌آبادکتول، ایران
چکیده
پژوهش حاضر با هدف بررسی نقش برنامه‌ریزی استراتژیک بر موفقیت پیاده‌سازی استراتژی در وزارت ورزشوجوانان با نقش میانجی‌گری مشارکت مدیران و اطمینان‌نداشتن از ذی‌نفعان طراحی و اجرا شد. این پژوهش ازنوع پژوهش‌های توصیفی بود که به‌صورت میدانی انجام شد. جامعة آماری همة مدیران و کارشناسان ستادی وزارت ورزشوجوانان به تعداد 303 نفر بود. براساس جدول حجم نمونه مورگان، 175 نفر به‌عنوان نمونة پژوهش مشخص شدند. ابزار پژوهش پرسش‌نامة برنامه‌ریزی استراتژیک، موفقیت پیاده‌سازی استراتژی و مشارکت مدیران البانا و همکاران (2015) بود. همچنین، برای بررسی اطمینان‌نداشتن ذی‌نفعان، از پرسش‌نامة میلر و دروگی (1986) استفاده شد. برای تحلیل یافته‌ها از روش معادلات ساختاری ازطریق نرم‌افزار پی. ال. اس. استفاده شد. نتایج نشان داد که برنامه‌ریزی استراتژیک به‌شکل مستقیم بر میزان اجرای موفقیت‌آمیز استراتژی‌ها اثرگذار نیست. این درحالی است که متغیرهای اطمینان‌نداشتن از ذی‌نفعان و مشارکت مدیران به‌صورت معناداری بر میزان اجرای موفقیت‌آمیز استراتژی‌ها در وزارت ورزشوجوانان اثرگذار هستند. با توجه به اثر غیرمستقیم برنامه‌ریزی استراتژیک بر میزان اجرای موفقیت‌آمیز استراتژی‌ها در وزارت ورزشوجوانان مشخص می‌شود که متغیرهای اطمینان‌نداشتن از ذی‌نفعان و همچنین، مشارکت مدیران در فرایند برنامه‌ریزی استراتژیک نقش میانجی‌گری در رابطة بین برنامه‌ریزی استراتژیک و اجرای موفقیت‌آمیز استراتژی‌ها در وزارت ورزشوجوانان دارند. با توجه به نتایج پژوهش اهمیت برخی مسائل ازجمله مشارکت مدیران و کاهش وابستگی سازمان‌ها به ذی‌نفعان درجهت اجرای موفقیت‌آمیز استراتژی‌ها به‌خوبی درک می‌شود.
کلیدواژه‌ها
موضوعات
عنوان مقاله [English]
Presentation Impact Pattern of Strategic Planning on Strategy Implementation Success in the Ministry of Sports and Youth, with the Role of Mediating the Involvement of Managers and the Uncertainty of Stakeholders
نویسندگان [English]
- Elmira Gozel Zadeh
- Nader Rostam Zadeh
Ph.D. Student of Sport Management, Department of Physical Education, Aliabad Katoul Branch, Islamic Azad University, Aliabad Katoul, Iran
چکیده [English]
The present study was designed and implemented to investigating the role of strategic planning on strategy implementation success in the ministry of sports and youth, with the role of mediating the involvement of managers and the uncertainty of stakeholders. this research Was descriptive type that was done on the field. the statistical population of the study consisted of managers and experts of the ministry of sports and youth, whose number was 303. Based on the morgan sample size table, 175 individuals were identified as the sample of the study. the research tools included Albana et al. (2015) questionnaire of strategic planning, strategy implementation success and involvement of managers that designed and used in their research. Also, Miller and Droge (1986) questionnaire were used to investigate the uncertainty of the Stakeholders. In order to analyze the findings of this study, were used structural equation methods with PLS software. the results of this study showed that strategic planning does not directly affect the successful implementation of strategies (direct effect =0.099=; t = 0.675). however, the uncertainty of the stakeholders (direct effect = 0.533; t = 6.588) and directors participation (direct effect = 0/278; t = 2/318) significantly contributed to the successful implementation of strategies in The ministry of sports and youth is influential. regarding the indirect effect of strategic planning on the successful implementation of strategies in the ministry of sports and youth, it is estimated at 0.526 that the uncertainty variables of the stakeholders as well as the participation of managers in the strategic planning process have a mediating role in the relationship between the program strategic planning and successful implementation of strategies at the ministry of sports and youth. according to the results of the research, the importance of some issues, including the involvement of managers and reducing the dependence of organizations on the stakeholder to successfully implement strategies, is well understood.
کلیدواژه‌ها [English]
- Strategy Implementation
- Strategic Planning
- Stakeholders
- Involvement
- Amirnezhad, S., Gholampour, M., Talebpour, M., & Manani, M. (2012). Investigating the commitment of managers to implementing sports organization strategies. Sport Management Studies, 13(2), 92-79. (In Persian).
- Anand, G., & Gray, J. (2017). Strategy and organization research in operations management. Journal of Operations Management, 53(8), 1-8.
- Andersen, S. (2008). The impact of public management reforms on student performance in Danish schools. Public Administration, 86(2), 541–58.
- Andrews, R., Boyne, G., Law, J., & Walker, R. (2011). Strategy implementation and public service performance. Administration & Society, 43(6), 643–71.
- Armstrong, J. (1982). The value of formal planning for strategic decisions: Review of empirical research. Strategic Management Journal, 3(3), 197–211.
- Arvand, N., & Baroto, M. (2016). How to implement strategy more effectively. International Journal of Business Performance Management, 17(3), 301-20.
- Boyne, G., & Gould-Williams, J. (2003). Planning and performance in public organizations an empirical analysis. Public Management Review, 5(1), 115–32.
- Ebrahimi, B. (2000). Perceived strategic uncertainty and environmental scanning behavior of Hong Kong Chinese executives. Journal of Business Research, 49(7), 67–77.
- Elbanna, S., Thanos, I., & Colak, M. (2014). An exploratory study of the determinants of the quality of strategic decision implementation in Turkish industrial firms. Journal of General Management, 40(2), 27–46.
- Fornell, C., & Larcker, D. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.
- Gohar Rostami, H., Kozhe Chian, H., Amiri, M., & Henry, H. (2013). Designing the pattern of participation of the Ministry of Sports and Youth with an emphasis on organizational legitimacy. Management and Development of Sport, 2(3), 1-17. (Persian).
- Goodsell, C. (2011). Mission mystique: Belief systems in public agencies. Washington, DC: CQ Press.
- Haghighi, M., Monorian, A., Ghavumpur, S., & Rasoulian, S. (2009). Investigating the factors affecting the strategic planning success in Iranian National Gas Company. Journal of Business Management, 1(3), 54-39. (In Persian).
- Heide, M., Grønhaug, K., & Johannessen, S. (2002). Exploring barriers to the successful implementation of a formulated strategy. Scandinavian Journal of Management, 18(2), 217-31.
- Hrebiniak, L., & Joyce, W. (1984). Implementing Strategy. New York: Macmillan.1-210.
- Hrebiniak, L. (2006). Obstacles to effective strategy implementation. Organizational Dynamics, 35(1), 12–31.
- Jinga, G. (2015). Strategic management in sports organizations. Marathon, 7(1), 97-106.
- Miller, S. (1997). Implementing strategic decisions: Four key success factors. Organization Studies, 18(4), 577–602.
- Miller, D., & Droge, C. (1986). Psychological and traditional determinants of structure.Administrative Science Quarterly, 31(4), 539–60.
- Obeidat, B., Al-Hadidi, A., Tarhini, A., & Masa’deh, R. (2017). Factors affecting strategy implementation: A case study of pharmaceutical companies in the middle east. Review of International Business and Strategy, 27(3), 386-408.
- Ouakouak, M., & Ouedraogo, N. (2013). The Mediating role of employee strategic alignment in the relationship between rational strategic planning and firm performance: A European study. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l’Administration, 30(3), 143–58.
- Peng, D., & Lai, F. (2012). Using partial least squares in operations management research: A practical guideline and summary of past research. Journal of Operations Management, 30(6), 467-80.
- Pinto, J., & Prescott, J. (1990). Planning and tactical factors in the project implementation process. Journal of Management Studies, 27(3), 305–27.
- Pfeffer, J., & Salancik, G. (1978). The external control of organizations: A resource dependence perspective. New York: Harper and Row.
- Poister, T. (2010). The future of strategic planning in the public sector: Linking strategic management and performance. Public Administration Review, 70(1), 246–54.
- Rainey, H. (2009). Understanding and managing public organizations (4th ed.). San Francisco, CA: Jossey Bass.
- Richet, J., Ngwenyama, O., & Rowe, F. (2016). Key stakeholders dissent and their influences in the reframing of strategic intent in IS-enabled organizational transformation. Presented at Thirty Seventh International Conference on Information Systems, Dublin.
- Ridder, H., Bruns, H., & Spier. F. (2006). Managing implementation processes: The role of public managers in the implementation of accrual accounting – Evidence from six case studies in Germany. Public Management Review, 8(1), 87–118.
- Sewell, L., Schreder, S., Steiner, M., & Singh, S. (2017). A strategy to implement a chronic obstructive pulmonary disease discharge care bundle on a large scale. Future Hospital Journal, 4(3), 198-201.
- Shilbury, D., Quick, S., & Westerbeek, H. (2003). Strategic sport marketing. 2nd ed., Allen & Unwin publisher, Crows Nest, N.S.W. Australia.1-340.
- Titus, V., Covin, J., & Slevin, D. (2011). Aligning strategic processes in pursuit of firm growth. Journal of Business Research, 64(5), 446–53.
)