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ﻳﻌﻘﻮﺏ ﺭﺷﻨﻮﺍﺩﻱ )ﺩﺍﻧﺸﺠﻮﻱ ﺩﻭﺭﻩ ﺩﮐﺘﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﺑﺎﺯﺭﮔﺎﻧﻲ ﮐﺮﺍﻳﺶ ﺳﻴﺎﺳﺘﮕﺬﺍﺭﻱ ﺩﺍﻧﺸﮕﺎﻩ
ﻋﻼﻣﻪ ﻃﺒﺎﻃﺒﺎﺋﻲ(
ﭼﮑﻴﺪﻩ:
ﺩﺭ ﺍﻳﻦ ﻣﻘﺎﻟﻪ ،ﺳﻌﻲ ﺷﺪﻩ ﺍﺳﺖ ﺗﺎ ﺍﺑﻌﺎﺩ ﻣﻘﻮﻟﻪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣـﻮﺭﺩ ﺑﺤـﺚ ﻭ ﺑﺮﺭﺳـﻲ ﻗﺮﺍﺭﮔﺮﻓﺘـﻪ ﻭ ﺿـﻤﻦ ﺍﺭﺍﺋـﻪ ﻳـﮏ ﺩﺳـﺘﻪ ﺑﻨـﺪﻱ ﺍﺯ
ﻣﻬﻤﺘﻴﺮﻳﻦ ﻧﮕﺮﺷﻬﺎﻱ ﻣﻮﺟﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺮ ﻣﺒﻨﺎﻱ ﺩﺳﺘﻪ ﺑﻨﺪﻱ ﺗﺌﻮﺭﻳﻬﺎﻱ ﻣـﺪﻳﺮﻳﺖ ﺑـﺎ ﺍﺳـﺘﻔﺎﺩﻩ ﺍﺯ ﻣـﺪﻝ ﺭﻳﭽـﺎﺭﺩ ﺍﺳـﮑﺎﺕ
،ﻣﻬﻤﺘﺮﻳﻦ ﻋﻮﺍﻣﻞ ﻣﺆﺛﺮ ﺩﺭ ﺍﺟﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ ﺍﺳﺘﺮﺍﺗﮋﻳﻬﺎ ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﺻﺎﺣﺒﻨﻈﺮﺍﻥ ﻭﻧﻈﺮﻳﻪ ﭘﺮﺩﺍﺯﺍﻥ ﺍﺳﺘﺨﺮﺍﺝ ﮔﺮﺩﺩ. .ﺍﻳﻦ ﻣﻘﺎﻟﻪ ﻣﻲ ﺗﻮﺍﻧـﺪ
ﺯﻣﻴﻨﻪ ﺳﺎﺯ ﺑﺤﺚ ﻫﺎ ﻭ ﺗﺤﻘﻴﻘﺎﺕ ﺟﺪﻱ ﺩﺭ ﺯﻣﻴﻨﻪ ﺍﺟـﺮﺍﻱ ﺍﺳـﺘﺮﺍﺗﮋﻱ ﺑـﺮﺍﻱ ﺍﺳـﺎﺗﻴﺪ ،ﺩﺍﻧـﺸﺠﻮﻳﺎﻥ ،ﺩﺍﻧـﺶ ﭘﮋﻭﻫـﺎﻥ ﺍﺳـﺘﺮﺍﺗﮋﻱ ﻭ ﻫﻤﭽﻨـﻴﻦ
ﻭﺍﮊﮔﺎﻥ ﮐﻠﻴﺪﻱ :ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺗﮋﻱ،ﭼﺎﺭﭼﻮﺏ ﺍﺳﮑﺎﺕ،ﻋﻮﺍﻣﻞ ﻣﺆﺛﺮ ﺩﺭ ﺍﺟﺮﺍ، ،ﻣﺪﻝ ﺩﻳﻮﻳﺪ،ﻣﺪﻝ ﺍﺭﺯﻳﺎﺑﻲ ﻣﺘﻮﺍﺯﻥ،ﻣﺪﻝ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﮏ
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ﻣﻘﺪﻣﻪ
ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﺍﻣﺮﻭﺯﻱ ﺑﺎ ﺁﮔﺎﻫﻲ ﺍﺯ ﺍﻣﮑﺎﻧﺎﺕ ﻭ ﻣﺤﺪﻭﺩﻳﺖ ﻫﺎﻱ ﺧﻮﻳﺶ ﺟﻬﺖ ﻧﻴﻞ ﺑﻪ ﺍﻫﺪﺍﻑ ﻭ ﺭﺳﺎﻟﺖ ﻫﺎﻱ ﺑﻠﻨﺪ ﻣﺪﺕ ﺩﺭ ﺳﺎﻳﻪ ﺗﺠﻬﻴﺰ
ﻣﻨﺎﺑﻊ ﻭ ﻭﺣﺪﺕ ﺭﻭﻳﻪ ﻫﺎ ﻭ ﻓﺮﺁﻳﻨﺪ ﻫﺎ ،ﺭﻭﻳﮑﺮﺩ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﮏ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻧﻤﻮﺩﻩ ﺍﻧﺪ ﻭ ﺩﺭ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ
ﺍﺳﺘﺮﺍﺗﮋﻳﮏ ﻓﺮﺍﻭﺍﻧﻲ ﺗﻨﻈﻴﻢ ﻭ ﺗﺪﻭﻳﻦ ﺷﺪﻩ ﺍﺳﺖ ﺑﺎ ﺍﻳﻦ ﺗﻔﻜﺮ ﻛﻪ ﺗﺪﻭﻳﻦ ﺍﻳﻦ ﺑﺮﻧﺎﻣﻪ ﻫﺎ ﻣﻲ ﺗﻮﺍﻧﺪ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﺑﺮﺳﺎﻧﺪ ﻭ ﺍﺯ ﺍﻳﻦ ﻧﻜﺘﻪ
ﻏﺎﻓﻞ ﻣﺎﻧﺪﻩ ﺍﻧﺪ ﻛﻪ ﺗﺪﻭﻳﻦ ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﻧﻤﻲ ﺗﻮﺍﻧﺪ ﺍﺟﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ ﺁﻧﻬﺎ ﺭﺍ ﺗﻀﻤﻴﻦ ﻧﻤﺎﻳﺪ .ﺑﻌﺒﺎﺭﺕ ﺑﻬﺘﺮ ﻫﻴﭻ ﻳﻚ ﺍﺯ
ﺍﻳﻦ ﺑﺮﻧﺎﻣﻪ ﻫﺎ ﻭ ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﻫﺎ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺯﻳﺎﺩﻱ ﻗﺮﺍﺭ ﻧﺨﻮﺍﻫﻨﺪ ﮔﺮﻓﺖ ﻣﮕﺮ ﺍﻳﻨﻜﻪ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺑﻪ ﺻﻮﺭﺕ ﮔﺴﺘﺮﺩﻩ ﻭ ﺗﻮﺳﻌﻪ ﻳﺎﻓﺘﻪ
ﺍﺯ ﺳﻮﯼ ﺩﻳﮕﺮ ﻣﺪﻳﺮﺍﻥ ﺩﺭ ﻋﻤﻞ ﺑﻴﺸﺘﺮ ﻭﻗﺖ ﺧﻮﺩ ﺭﺍ ﺻﺮﻑ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻲ ﻛﻨﻨﺪ ﺗﺎ ﺷﻜﻞ ﺩﻫﻲ ﺁﻥ ﻭ ﺷﻜﺴﺖ ﻭ ﻧﺎﻛﺎﻣﻲ ﺩﺭ
ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ،ﺑﻴﺸﺘﺮ ﺑﺮﺧﺎﺳﺘﻪ ﺍﺯ ﻣﺸﻜﻼﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﺍﺟﺮﺍﻱ ﺁﻥ ﺍﺳﺖ ﻭ ﻧﻪ ﺷﻜﻞ ﺩﻫﻲ ﺿﻌﻴﻒ ﺁﻥ .ﺑﺎ ﺍﻳﻦ ﺣﺎﻝ ﺑﻪ ﺭﻏﻢ ﺷﻨﺎﺧﺖ ﺍﻫﻤﻴﺖ
ﺍﻳﻦ ﻣﺴﺄﻟﻪ ،ﺑﻪ ﻧﻈﺮ ﻣﯽ ﺭﺳﺪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﻤﭽﻨﺎﻥ ﺑﻪ ﺻﻮﺭﺕ ﻳﻚ ﻣﺴﺄﻟﻪ ﺑﻪ ﻗﻮﺕ ﺧﻮﺩ ﺑﺎﻗﻲ ﺍﺳﺖ .ﺑﻪ ﺍﻋﺘﻘﺎﺩ ﺑﺮﺧﯽ ﺍﺯ ﺍﻧﺪﻳﺸﻤﻨﺪﺍﻥ ﻭ
ﺗﺌﻮﺭﻳﺴﻴﻦ ﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﮏ ،ﺩﻟﻴﻞ ﺁﻥ ﺍﻧﺪﻙ ﺑﻮﺩﻥ ﺗﺤﻘﻴﻘﺎﺕ ﻣﻨﺎﺳﺐ ﻭ ﻧﻴﺰ ﻧﺒﻮﺩ ﺍﻟﮕﻮﻫﺎﻱ ﻧﻈﺮﻱ ﻭ ﻋﻤﻠﻲ ﻛﻪ ﺑﺘﻮﺍﻧﺪ ﺭﺍﻫﻨﻤﺎﻱ
ﻓﺮﺁﻳﻨﺪ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺑﻪ ﺗﺼﻤﻴﻤﺎﺗﻲ ﻣﻨﺠﺮ ﻣﻲ ﺷﻮﺩ ﻛﻪ ﻧﺘﺎﻳﺠﻲ ﻣﻬﻢ ﻭ ﺑﻠﻨﺪ ﻣﺪﺕ ﺑﻪ ﺑﺎﺭ ﺧﻮﺍﻫﻨﺪ ﺁﻭﺭﺩ .ﺍﺟﺮﺍﻱ ﻧﺎﺩﺭﺳﺖ ﺗﺼﻤﻴﻤﺎﺕ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ
ﻣﻲ ﺗﻮﺍﻧﺪ ﺿﺮﺑﻪ ﻫﺎﻱ ﺷﺪﻳﺪ ﻭ ﺧﺴﺎﺭﺕ ﻫﺎﻱ ﺟﺒﺮﺍﻥ ﻧﺎﭘﺬﻳﺮﻱ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﻭﺍﺭﺩ ﻛﻨﺪ ﻭ ﺩﺭ ﻣﻮﺍﺭﺩﻱ ﻭﺿﻊ ﺑﻪ ﮔﻮﻧﻪ ﺍﻱ ﺩﺭﻣﻲ ﺁﻳﺪ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﻧﻤﻲ ﺗﻮﺍﻧﺪ
ﻣﺴﻴﺮ ﺭﻓﺘﻪ ﺭﺍ ﺑﺎﺯﮔﺮﺩﺩ ﻳﺎ ﺭﻭﻧﺪ ﺍﻣﻮﺭ ﺭﺍ ﺗﻐﻴﻴﺮ ﺩﻫﺪ ،ﺑﻨﺎﺑﺮﺍﻳﻦ ﻣﻲ ﺗﻮﺍﻥ ﮔﻔﺖ ﻛﻪ ﺍﺯ ﻧﻈﺮ ﺳﻼﻣﺖ ﻭ ﺍﺩﺍﻣﻪ ﺣﻴﺎﺕ ﺳﺎﺯﻣﺎﻥ ،ﺍﺟﺮﺍﻱ ﺩﺭﺳﺖ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ
ﺍﺯ ﺳﻮﻱ ﺩﻳﮕﺮ ﺍﮔﺮ ﻋﻮﺍﻣﻞ ﺩﺍﺧﻠﻲ ﻭ ﺧﺎﺭﺟﻲ ﺳﺎﺯﻣﺎﻥ ﺗﻐﻴﻴﺮ ﻛﻨﻨﺪ ؛ ﺣﺘﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻛﻪ ﺑﻪ ﺑﻬﺘﺮﻳﻦ ﺷﻜﻞ ﻣﻤﻜﻦ ﺗﺪﻭﻳﻦ ﻭ ﺍﺟﺮﺍ ﺷﺪﻩ ﺑﺎﺷﻨﺪ ﻣﻨﺴﻮﺥ
ﻣﻲ ﮔﺮﺩﻧﺪ ،ﺑﻨﺎﺑﺮﺍﻳﻦ ﻻﺯﻡ ﺍﺳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﺴﺖ ﻫﺎ ﺑﻄﻮﺭ ﻣﻨﻈﻢ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺑﺮﺭﺳﻲ ،ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﻛﻨﺘﺮﻝ ﻛﻨﻨﺪ .
ﻧﻜﺘﻪ ﻗﺎﺑﻞ ﺗﻮﺟﻪ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺍﻣﺮﻭﺯﻩ ﺑﻨﺎ ﺑﻪ ﺩﻻﻳﻞ ﺯﻳﺮ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺭﻭﺯ ﺑﻪ ﺭﻭﺯ ﻣﺸﻜﻞ ﺗﺮ ﻣﻲ ﺷﻮﺩ :
ﺍﻓﺰﺍﻳﺶ ﭘﻴﭽﻴﺪﮔﻲ ﻋﻮﺍﻣﻞ ﻣﺤﻴﻄﻲ ،ﻣﺸﻜﻞ ﺗﺮ ﺷﺪﻥ ﭘﻴﺶ ﺑﻴﻨﻲ ﺁﻳﻨﺪﻩ ﻭ ﻛﺎﻫﺶ ﻣﻴﺰﺍﻥ ﺻﺤﺖ ﻭ ﺩﻗﺖ ﺍﻳﻦ ﭘﻴﺶ ﺑﻴﻨﻲ ﻫﺎ،ﺍﻓﺰﺍﻳﺶ ﺗﻌﺪﺍﺩ ﻣﺘﻐﻴﺮﻫﺎﻱ ﺗﺎﺛﻴﺮ
ﮔﺬﺍﺭ ﺑﺮ ﻋﻤﻠﻜﺮﺩ ﺳﺎﺯﻣﺎﻧﻬﺎ،ﺳﺮﻋﺖ ﺑﺴﻴﺎﺭ ﺑﺎﻻﻱ ﻣﻨﺴﻮﺥ ﺷﺪﻥ ﺣﺘﻲ ﺑﻬﺘﺮﻳﻦ ﺑﺮﻧﺎﻣﻪ ﻫﺎ ،ﺍﻓﺰﺍﻳﺶ ﺗﻌﺪﺍﺩ ﺭﻭﻳﺪﺍﺩﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻭ ﺟﻬﺎﻧﻲ ﺗﺎﺛﻴﺮ ﮔﺬﺍﺭ ﺑﺮ
ﺳﺎﺯﻣﺎﻧﻬﺎ .
ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺩﻻﻳﻞ ﻓﻮﻕ ﺑﻪ ﻧﻈﺮ ﻣﻲ ﺭﺳﺪ ﻛﻪ ﺍﮔﺮ ﻣﺪﻳﺮﺍﻥ ﻭ ﺳﺎﻳﺮ ﻧﻴﺮﻭﻫﺎﻱ ﺍﻧﺴﺎﻧﻲ ﺩﺧﻴﻞ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺳﺎﺯﻣﺎﻧﻲ ،ﺑﺎ ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺑﺮ
ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﻭ ﺩﻻﻳﻞ ﺷﻜﺴﺖ ﺁﻧﻬﺎ ﺩﺭ ﻋﻤﻞ ﺁﺷﻨﺎﻳﻲ ﻛﺎﻓﻲ ﻧﺪﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﻭ ﺍﺯ ﭼﺎﺭﭼﻮﺑﻬﺎﻱ ﺗﺌﻮﺭﻳﻚ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺍﺳﺎﺗﻴﺪ ﻓﻦ ﺑﻬﺮﻩ ﻧﮕﻴﺮﻧﺪ
،ﺍﺟﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺴﻴﺎﺭ ﻣﺸﻜﻞ ﻭ ﮔﺎﻩ ﻧﺎﻣﻤﻜﻦ ﺧﻮﺍﻫﺪ ﺷﺪ .
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ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻓﺰﺍﻳﺶ ﺭﻭﺯﺍﻓﺰﻭﻥ ﺍﻫﻤﻴﺖ ﻭ ﺟﺎﻳﮕﺎﻩ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺭ ﺳﺎﺯﻣﺎﻧﻬﺎ ﺍﺯ ﻳﮏ ﺳﻮ ﻭ ﺍﻓﺰﺍﻳﺶ ﭘﻴﭽﻴﺪﮔﻲ ﻣﺤﻴﻄﻲ ﺍﻳﻦ ﺳﻮﺍﻝ ﻣﻬﻢ ﻣﻄﺮﺡ ﻣﻲ
ﺷﻮﺩ ﮐﻪ ﭼﮕﻮﻧﻪ ﻣﻲ ﺗﻮﺍﻥ ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺑﻄﻮﺭ ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ ﺍﺟﺮﺍ ﻧﻤﻮﺩ ﻭ ﭼﻪ ﻋﻮﺍﻣﻠﻲ ﺩﺭ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﻧﻘﺶ ﺩﺍﺭﻧﺪ .
ﺍﻫﺪﺍﻑ ﺗﺤﻘﻴﻖ
ﻫﺪﻑ ﺍﻭﻟﻴﻪ ﺍﻳﻦ ﺗﺤﻘﻴﻖ ﻋﺒﺎﺭﺗﺴﺖ ﺍﺯ ﺑﺮﺭﺳﻲ ﻭ ﺗﺒﻴﻴﻦ ﺍﺑﻌﺎﺩ ﻣﻘﻮﻟﻪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺭ ﺳﺎﺯﻣﺎﻧﻬﺎ
.2ﺑﺮﺭﺳﻲ ﻧﮕﺮﺷﻬﺎﻱ ﻭ ﭼﺎﺭﭼﻮﺑﻬﺎﻱ ﻣﺨﺘﻠﻒ ﺩﺭ ﻣﻮﺭﺩ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻭ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﺁﻧﻬﺎ
ﺳﻮﺍﻻﺕ ﺗﺤﻘﻴﻖ
ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﺴﺌﻠﻪ ﻭ ﺍﻫﺪﺍﻑ ﺗﺤﻘﻴﻖ ،ﺳﻮﺍﻻﺕ ﺍﻳﻦ ﺗﺤﻘﻴﻖ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ :
.3ﭼﮕﻮﻧﻪ ﻣﻲ ﺗﻮﺍﻥ ﻧﮕﺮﺷﻬﺎ ﻭ ﭼﺎﺭﭼﻮﺑﻬﺎﻱ ﻣﺨﺘﻠﻒ ﺩﺭ ﻣﻮﺭﺩ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺩﺳﺘﻪ ﺑﻨﺪﻱ ﻧﻤﻮﺩ ؟
ﺭﻭﺵ ﺗﺤﻘﻴﻖ
ﺗﺤﻘﻴﻖ ﻋﺒﺎﺭﺗﺴﺖ ﺍﺯ ﻓﺮﺁﻳﻨﺪ ﺟﺴﺘﺠﻮﻱ ﻣﻨﻈﻢ ﺑﺮﺍﻱ ﻣﺸﺨﺺ ﻛﺮﺩﻥ ﻳﻚ ﻣﻮﻗﻴﺖ ﻧﺎﻣﻌﻴﻦ)ﺳﺮﻣﺪ ،ﺑﺎﺯﺭﮔﺎﻥ ﻭ ﺣﺠﺎﺯﻱ .(1380 ،ﺍﻳﻦ ﻓﺮﺁﻳﻨﺪ ﻧﻈﺎﻡ ﻣﻨﺪ
ﻫﻤﻮﺍﺭﻩ ﺑﺎ ﻃﺮﺡ ﻣﻮﺿﻮﻉ ﻳﺎ ﭘﺮﺳﺶ ﺁﻏﺎﺯ ﺷﺪﻩ ﻭ ﻫﺪﻑ ﺁﻥ ﭘﺎﺳﺦ ﺩﺍﺩﻥ ﺑﻪ ﻣﻮﺿﻮﻉ ﻋﻨﻮﺍﻥ ﺷﺪﻩ ﺑﻪ ﺭﻭﺵ ﻋﻠﻤﻲ ﺍﺳﺖ .
ﺑﻄﻮﺭ ﻛﻠﻲ ﺭﻭﺵ ﻫﺎﻱ ﺗﺤﻘﻴﻖ ﺩﺭ ﻋﻠﻮﻡ ﺭﻓﺘﺎﺭﻱ ﺭﺍ ﻣﻲ ﺗﻮﺍﻥ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺩﻭ ﻣﻌﻴﺎﺭ :ﺍﻟﻒ ( ﻫﺪﻑ ﺗﺤﻘﻴﻖ ﺏ( ﻧﺤﻮﻩ ﮔﺮﺩﺁﻭﺭﻱ ﺩﺍﺩﻫﻬﺎ
ﺗﺤﻘﻴﻘﺎﺕ ﻋﻠﻤﻲ ﺑﺮ ﺍﺳﺎﺱ ﻫﺪﻑ ﺗﺤﻘﻴﻖ ﺑﻪ ﺳﻪ ﺩﺳﺘﻪ ﺗﻘﺴﻴﻢ ﻣﻲ ﺷﻮﻧﺪ :ﺑﻨﻴﺎﺩﻱ ،ﻛﺎﺭﺑﺮﺩﻱ ،ﺗﺤﻘﻴﻖ ﻭ ﺗﻮﺳﻌﻪ .
ﺗﺤﻘﻴﻖ ﺣﺎﺿﺮ ﺍﺯ ﻧﻈﺮ ﻫﺪﻑ ،ﺍﺯ ﻧﻮﻉ ﺗﺤﻘﻴﻘﺎﺕ ﻛﺎﺭﺑﺮﺩﻱ ﻣﻲ ﺑﺎﺷﺪ .ﻫﺪﻑ ﺍﻳﻦ ﻧﻮﻉ ﺗﺤﻘﻴﻘﺎﺕ ،ﺗﻮﺳﻌﻪ ﺩﺍﻧﺶ ﻛﺎﺭﺑﺮﺩﻱ ﺩﺭ ﻳﻚ ﺯﻣﻴﻨﻪ ﺧﺎﺹ ﺍﺳﺖ.
ﺑﻌﺒﺎﺭﺕ ﺩﻳﮕﺮ ﻳﻚ ﺗﺤﻘﻴﻖ ﻛﺎﺭﺑﺮﺩﻱ ﺑﻪ ﺳﻤﺖ ﻛﺎﺭﺑﺮﺩ ﻋﻤﻠﻲ ﺩﺍﻧﺶ ﻫﺪﺍﻳﺖ ﻣﻲ ﺷﻮﺩ .
ﺗﺤﻘﻴﻘﺎﺕ ﻋﻠﻤﻲ ﺭﺍ ﺑﺮ ﺍﺳﺎﺱ ﭼﮕﻮﻧﮕﻲ ﺑﺪﺳﺖ ﺁﻭﺭﺩﻥ ﺩﺍﺩﻫﻬﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻣﻲ ﺗﻮﺍﻥ ﺑﻪ ﺩﺳﺘﻪ ﻫﺎﻱ ﺯﻳﺮ ﺗﻘﺴﻴﻢ ﻛﺮﺩ :ﺍﻟﻒ ( ﺗﺤﻘﻴﻖ
ﺍﻳﻦ ﺗﺤﻘﻴﻖ ﺍﺯ ﻧﻮﻉ ﺗﺤﻘﻴﻖ ﺗﻮﺻﻴﻔﻲ ﺍﺳﺖ .ﺗﺤﻘﻴﻖ ﺗﻮﺻﻴﻔﻲ ﺷﺎﻣﻞ ﻣﺠﻤﻮﻋﻪ ﺭﻭﺵ ﻫﺎﻳﻲ ﺍﺳﺖ ﻛﻪ ﻫﺪﻑ ﺁﻧﻬﺎ ﺗﻮﺻﻴﻒ ﻛﺮﺩﻥ ﺷﺮﺍﻳﻂ ﻭ ﻳﺎ
ﭘﺪﻳﺪﻩ ﻫﺎﻱ ﻣﻮﺭﺩ ﺑﺮﺭﺳﻲ ﺍﺳﺖ .ﺍﻳﻦ ﻧﻮﻉ ﺗﺤﻘﻴﻖ ﺭﺍ ﻣﻲ ﺗﻮﺍﻥ ﺑﻪ ﺩﺳﺘﻪ ﻫﺎﻱ ﺯﻳﺮ ﺗﻘﺴﻴﻢ ﻧﻤﻮﺩ :
3
ﺗﺤﻘﻴﻖ ﭘﻴﻤﺎﻳﺸﻲ ،ﻫﻤﺒﺴﺘﮕﻲ ،ﺍﻗﺪﺍﻡ ﭘﮋﻭﻫﻲ ،ﺑﺮﺭﺳﻲ ﻣﻮﺭﺩﻱ ﻭ ﺗﺤﻘﻴﻖ ﭘﺲ ﺭﻭﻳﺪﺍﺩﻱ ) ﻋﻠﹼﻲ _ ﻣﻘﺎﻳﺴﻪ ﺍﻱ ( )ﺳﺮﻣﺪ ،ﺑﺎﺯﺭﮔﺎﻥ ﻭ ﺣﺠﺎﺯﻱ،
.(1380
ﺗﺤﻘﻴﻖ ﺣﺎﺿﺮ ﺍﺯ ﻧﻮﻉ ﺗﺤﻘﻴﻘﺎﺕ ﭘﻴﻤﺎﻳﺸﻲ ﺍﺳﺖ .ﺍﻳﻦ ﺭﻭﺵ ﺑﻪ ﻣﻨﻈﻮﺭ ﮐﺸﻒ ﺩﺍﺩﻩ ﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ ﺑﻪ ﮐﺎﺭ ﺑﺮﺩﻩ ﻣﻲ ﺷﻮﺩ ﮐﻪ ﺍﺯ ﻃﺮﻳﻖ ﺁﻧﻬﺎ
ﻣﻲ ﺗﻮﺍﻥ ﺭﻭﺍﺑﻂ ﺑﻴﻦ ﻣﺘﻐﻴﺮﻫﺎ ﺭﺍ ﻣﻮﺭﺩ ﺑﺤﺚ ﻭ ﺑﺮﺭﺳﻲ ﻗﺮﺍﺭ ﺩﺍﺩ .
ﺍﺑﺰﺍﺭ ﺟﻤﻊ ﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﺍﻳﻦ ﺗﺤﻘﻴﻖ ،ﻣﻄﺎﻟﻌﺎﺕ ﻛﺘﺎﺑﺨﺎﻧﻪ ﺍﻱ ﺍﺳﺖ .
ﭼﺎﺭﭼﻮﺏ ﻧﻈﺮﻱ ﻭﻳﺎ ﻣﺪﻝ ﻣﻔﻬﻮﻣﻲ ،ﺑﻨﻴﺎﻧﻲ ﺍﺳﺖ ﻛﻪ ﺗﻤﺎﻣﻲ ﭘﮋﻭﻫﺶ ﺑﺮ ﺁﻥ ﺍﺳﺘﻮﺍﺭ ﻣﻲ ﺷﻮﺩ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺷﺒﻜﻪ ﺍﻱ ﺍﺳﺖ ﻣﻨﻄﻘﻲ ،
ﭼﺎﺭﭼﻮﺏ ﻧﻈﺮﻱ ﺍﻳﻦ ﺗﺤﻘﻴﻖ ،ﻣﺪﻝ ﻭ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﺗﺌﻮﺭﻳﻬﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺭﻳﭽﺎﺭﺩ ﺍﺳﻜﺎﺕ 1ﻣﻲ ﺑﺎﺷﺪ.
ﻓﺮﺩ .ﺁﺭ .ﺩﻳﻮﻳﺪ 2ﻣﻌﻘﺘﺪ ﺍﺳﺖ ﮐﻪ ﭘﺲ ﺍﺯ ﺗﺪﻭﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻳﻲ ﮐﻪ ﺑﺎﻳﺴﺘﻲ ﺑﻪ ﺍﺟﺮﺍ ﺩﺭﺁﻭﺭﺩﻩ ﺷﻮﻧﺪ ﻓﺮﺁﻳﻨﺪ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﮏ ﭘﺎﻳﺎﻥ ﻧﻤﻲ ﻳﺎﺑﺪ .ﺑﺎﻳﺪ ﺑﻪ ﺍﻓﮑﺎﺭ
ﺍﺳﺘﺮﺍﺗﮋﻳﮏ ﺟﺎﻣﻪ ﻋﻤﻞ ﭘﻮﺷﺎﻧﻴﺪ .ﺍﮔﺮ ﺷﺮﺍﻳﻂ ﺯﻳﺮ ﺑﻪ ﻭﺟﻮﺩ ﺁﻳﺪ ﺟﺎﻣﻪ ﻋﻤﻞ ﭘﻮﺷﺎﻧﻴﺪﻥ ﺑﻪ ﺍﻳﻦ ﺍﻓﮑﺎﺭ ﺑﺴﻴﺎﺭ ﺁﺳﺎﻥ ﻣﻲ ﺷﻮﺩ :
ﻣﺪﻳﺮﺍﻥ ﻭ ﮐﺎﺭﮐﻨﺎﻥ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭﮎ ﮐﻨﻨﺪ ،ﺧﻮﺩ ﺭﺍ ﺟﺰﺋﻲ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﺑﭙﻨﺪﺍﺭﻧﺪ ﻭ ﺍﺯ ﻣﺠﺮﺍﻱ ﻣﺸﺎﺭﮐﺖ ﺩﺭ ﻋﻤﻠﻴﺎﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﺗﺪﻭﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺧﻮﺩ ﺭﺍ ﻧﺴﺒﺖ
ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﺳﺎﺯﻣﺎﻥ ﻣﺘﻌﻬﺪ ﻧﻤﺎﻳﻨﺪ .ﺍﮔﺮ ﮐﺎﺭﮐﻨﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺭﺍ ﺩﺭﮎ ﻧﮑﻨﻨﺪ ﻭ ﻧﺴﺒﺖ ﺑﻪ ﺍﺟﺮﺍﻱ ﺁﻧﻬﺎ ﺧﻮﺩ ﺭﺍ ﻣﺘﻌﻬﺪ ﻧﺪﺍﻧﻨﺪ ،ﺗﻼﺵ ﻫﺎﻳﻲ
ﮐﻪ ﺩﺭ ﺭﺍﻩ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺻﻮﺭﺕ ﻣﻲ ﮔﻴﺮﺩ ﺑﺎ ﻣﺴﺎﺋﻞ ﻋﻤﺪﻩ ﺭﻭﺑﺮﻭ ﺧﻮﺍﻫﺪ ﺷﺪ )ﺩﻳﻮﻳﺪ . (1380،
ﺍﮔﺮ ﭼﻪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍﺑﻄﻪ ﺍﻱ ﮔﻨﮓ ﻭ ﻧﺎﺷﻨﺎﺧﺘﻪ ﺑﺎ ﺗﺪﻭﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺍﺭﺩ ﻭﻟﻲ ﺍﺻﻮﻻ" ﺍﻳﻦ ﺩﻭ ﺗﻔﺎﻭﺕ ﺯﻳﺮ ﺑﻨﺎﻳﻲ ﺩﺍﺭﻧﺪ .ﻭﺟﻮﻩ ﺗﻤﺎﻳﺰ ﺗﺪﻭﻳﻦ ﻭ
ﻣﺴﺘﻠﺰﻡ ﺩﺍﺷﺘﻦ ﺍﻧﮕﻴﺰﻩ ﻭﻳﮋﻩ ﻭ ﻣﻬﺎﺭﺕ ﻫﺎﻱ ﺭﻫﺒﺮﻱ ﻣﺴﺘﻠﺰﻡ ﺩﺍﺷﺘﻦ ﻗﻀﺎﻭﺕ ﺷﻬﻮﺩﻱ ﺧﻮﺏ ﻭ ﻣﻬﺎﺭﺕ ﻫﺎﻱ ﺗﺤﻠﻴﻠﻲ
ﻣﺴﺘﻠﺰﻡ ﺍﻳﺠﺎﺩ ﻫﻤﺎﻫﻨﮕﻲ ﺑﻴﻦ ﻋﺪﻩ ﺯﻳﺎﺩﻱ ﺍﺯ ﺍﻓﺮﺍﺩ ﻣﺴﺘﻠﺰﻡ ﺍﻳﺠﺎﺩ ﻫﻤﺎﻫﻨﮕﻲ ﺑﻴﻦ ﻋﺪﻩ ﺍﻱ ﺍﻧﮕﺸﺖ ﺷﻤﺎﺭ
1.W. Richard Scott ," Organizations : Rational , Natural , and Open Systems " , Prentic Hall , 1981 .
2.Fred R. David
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ﭘﺲ ﺍﺯ ﺗﻌﻴﻴﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ،ﺯﻣﻴﻨﻪ ﻋﻤﻠﻴﺎﺗﻲ ﻧﻤﻮﺩﻥ ﻫﺮﻳﮏ ﺍﺯ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺑﻪ ﻧﺤﻮﻱ ﻓﺮﺍﻫﻢ ﻣﻲ ﮔﺮﺩﺩ ﮐﻪ ﺑﺘﻮﺍﻧﺪ ﻣﻨﺠﺮ ﺑﻪ ﻣﺤﻘﻖ ﺳﺎﺯﻱ ﺍﻫﺪﺍﻑ ﻭ
ﻣﺎﻣﻮﺭﻳﺖ ﻫﺎﻱ ﮐﻼﻥ ﺳﺎﺯﻣﺎﻥ ﮔﺮﺩﺩ .ﺑﺮﺍﻱ ﺍﻳﻦ ﻣﻨﻈﻮﺭ ﻧﺴﺒﺖ ﺑﻪ ﺗﺒﺪﻳﻞ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﻪ ﻃﺮﺡ ﻫﺎ ﻭ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﻣﺸﺨﺺ ﻭ ﻋﻤﻠﻴﺎﺗﻲ ﺩﺭ ﻳﮏ ﺩﻭﺭﻩ ﺯﻣﺎﻧﻲ
ﺑﺮ ﺍﺳﺎﺱ ﻣﺪﻝ ﭘﻴﺮﺱ ﻭ ﺭﺍﺑﻴﻨﺴﻮﻥ 3ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻋﺒﺎﺭﺗﺴﺖ ﺍﺯ ﻓﺮﺁﻳﻨﺪ ﺗﻌﻴﻴﻦ ﺍﻫﺪﺍﻑ ﺳﺎﻻﻧﻪ ،ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻭﻇﻴﻔﻪ ﺍﻱ ،ﺧﻂ ﻣﺸﻲ ﻫﺎ ﻭ ﻧﻬﺎﺩﻳﻨﻪ
ﮐﺮﺩﻥ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ .ﺍﻭ ﺑﻴﺎﻥ ﻣﻲ ﻛﻨﺪ ﻛﻪ ﻃﺮﺍﺣﻲ ﻫﺪﻓﻬﺎﻱ ﺳﺎﻻﻧﻪ ،ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻭﻇﻴﻔﻪ ﺍﻱ ﻭ ﺧﻂ ﻣﺸﻲ ﻫﺎ ﺍﺑﺰﺍﺭﻫﺎﻱ ﻣﻬﻤﻲ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ
ﺍﺻﻠﻲ ﻫﺴﺘﻨﺪ ﺯﻳﺮﺍ ﺍﺯ ﻃﺮﻳﻖ ﺗﺒﺪﻳﻞ ﻣﻘﺎﺻﺪ ﺑﻠﻨﺪ ﻣﺪﺕ ﻭ ﺟﻬﺖ ﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺑﻪ ﺭﺍﻫﻨﻤﺎﻳﻲ ﻫﺎﻱ ﺍﺟﺮﺍﻳﻲ ﻛﻮﺗﺎﻩ ﻣﺪﺕ ،ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﻋﻤﻠﻴﺎﺗﻲ ﻣﻲ
ﻛﻨﻨﺪ ،ﺍﻣﺎ ﻋﻤﻠﻴﺎﺗﻲ ﻛﺮﺩﻥ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﻪ ﺗﻨﻬﺎﻳﻲ ﻛﺎﻓﻲ ﻧﻴﺴﺖ ،ﺑﻠﻜﻪ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﻤﭽﻨﻴﻦ ﺑﺎﻳﺴﺘﻲ ﻧﻬﺎﺩﻳﻨﻪ ﮔﺮﺩﺩ ﻭ ﺩﺭ ﺯﻧﺪﮔﻲ
ﺭﻭﺯﺍﻧﻪ ﺷﺮﻛﺖ ﻧﻔﻮﺫ ﻛﻨﺪ ،ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ،ﺭﻫﺒﺮﻱ ﻭ ﻓﺮﻫﻨﮓ ﺍﺯ ﺟﻤﻠﻪ ﺍﺑﺰﺍﺭﻫﺎﻱ ﺑﻨﻴﺎﺩﻱ ﻭ ﺑﻠﻨﺪﻣﺪﺗﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﺭﺍ ﺩﺭ ﺍﻳﻦ ﺍﻣﺮ ﻣﻬﻢ ﻳﺎﺭﻱ ﻣﻲ
ﺭﺳﺎﻧﻨﺪ.
ﺍﻧﺪﺭﻭﺯ 4ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﭼﻮﻥ ﺍﺟﺮﺍ ﻣﻲ ﺗﻮﺍﻧﺪ ﻳﻚ ﺗﺼﻤﻴﻢ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻨﺎﺳﺐ ﺭﺍ ﺑﻲ ﺍﺛﺮ ﻛﻨﺪ ﻭ ﻳﺎ ﻳﻚ ﺍﻧﺘﺨﺎﺏ ﻧﻪ ﭼﻨﺪﺍﻥ ﻣﻨﺎﺳﺐ ﺭﺍ ﻣﻮﻓﻖ ﺍﺯ ﺁﺏ ﺩﺭﺁﻭﺭﺩ
،ﻟﺬﺍ ﺑﺎﻳﺪ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺍﺟﺮﺍﻱ ﺗﺼﻤﻴﻤﺎﺕ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺭﺍ ﻣﻮﺭﺩ ﺑﺮﺭﺳﻲ ﻗﺮﺍﺭ ﺩﺍﺩ .ﺍﮔﺮ ﺍﻫﺪﺍﻑ ﺳﺎﺯﻣﺎﻥ ﻣﻌﻴﻦ ﺷﺪﻩ ﺑﺎﺷﺪ ﺁﻧﮕﺎﻩ ﻣﻲ ﺗﻮﺍﻥ ﻣﻨﺎﺑﻊ ﺭﺍ ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ
ﺑﻪ ﺁﻥ ﺍﻫﺪﺍﻑ ﺗﺨﺼﻴﺺ ﺩﺍﺩ .ﺩﺭ ﺍﻳﻦ ﺭﺍﺳﺘﺎ ،ﺳﺎﺧﺘﺎﺭ ﻭ ﻓﺮﺁﻳﻨﺪ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺎﻧﻨﺪ ﺍﺭﺯﺷﻴﺎﺑﻲ ﻋﻤﻠﻜﺮﺩ ،ﭘﺮﺩﺍﺧﺖ ﺣﻘﻮﻕ ﻭ ﺩﺳﺘﻤﺰﺩ ﻭ ﻧﻈﺎﻡ ﻫﺎ ﺍﺭﺗﺒﺎﻃﺎﺗﻲ ﺩﺭ
ﺍﺳﺘﻴﺴﻲ 5ﺿﻤﻦ ﺗﺎﻛﻴﺪ ﺑﺮ ﺍﻫﻤﻴﺖ ﻣﻄﺎﻟﻌﺎﺕ ﻧﻈﺮﻱ ﺩﺭ ﺯﻣﻴﻨﻪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﻌﻴﻴﻦ ﺷﺪﻩ ،ﻣﺪﻳﺮﺍﻥ ﺑﺎﻳﺴﺘﻲ :
.1ﻳﻚ ﺳﺎﺧﺘﺎﺭ ﺳﻠﺴﻪ ﻣﺮﺍﺗﺒﻲ ﮔﺰﺍﺭﺵ ﺩﻫﻲ ﻭ ﮔﺰﺍﺭﺵ ﮔﻴﺮﻱ ﻛﻪ ﺑﺎ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﻨﻈﻴﻢ ﺷﺪﻩ ﻣﺘﻨﺎﺳﺐ ﺑﺎﺷﺪ ،ﻃﺮﺍﺣﻲ ﻛﻨﻨﺪ .
.2ﻳﻚ ﺳﻴﺴﺘﻢ ﭘﺎﺩﺍﺵ ﺑﺮﺍﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻳﺠﺎﺩ ﺍﻧﮕﻴﺰﻩ ﻣﺎﻟﻲ ﺑﺮﺍﻱ ﻣﺠﺮﻳﺎﻥ ﺍﺳﺘﺮﺍﺗﮋﻱ ،ﺍﻳﺠﺎﺩ ﻭ ﺍﺟﺮﺍ ﻧﻤﺎﻳﻨﺪ.
.3ﺗﻐﻴﻴﺮ ﺳﻴﺴﺘﻢ ﻓﺮﻫﻨﮕﻲ ﻭ ﺍﻋﺘﻘﺎﺩﻱ ﺍﻓﺮﺍﺩ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﻪ ﻣﻨﻈﻮﺭ ﻓﺮﺍﻫﻢ ﺁﻭﺭﺩﻥ ﺍﻧﮕﻴﺰﻩ ﻫﺎﻱ ﻏﻴﺮﻣﺎﻟﻲ ﺩﺭ ﺯﻣﻴﻨﻪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ،ﺑﻪ ﻣﺮﺣﻠﻪ
ﻋﻤﻞ ﺩﺭﺁﻭﺭﻧﺪ.
.4ﺭﻓﺘﺎﺭﻫﺎﻱ ﺳﻴﺎﺳﻲ ﻭ ﺍﺟﺘﻤﺎﻋﻲ ﻣﻨﺎﺳﺒﻲ ﺭﺍ ﻛﻪ ﻣﺎﻧﻊ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻧﻴﺴﺖ ﺭﺍ ﮔﺴﺘﺮﺵ ﺩﻫﻨﺪ.
.5ﺳﻴﺴﺘﻢ ﻫﺎﻱ ﻛﻨﺘﺮﻟﻲ ﻭ ﺍﻃﻼﻋﺎﺗﻲ ﻣﺪﻳﺮﻳﺖ ﻛﻪ ﺁﻧﻬﺎ ﻗﺎﺩﺭ ﺳﺎﺯﺩ ﺗﺎ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ ﻣﺴﻴﺮ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺷﺪﻩ ﻧﮕﻪ ﺩﺍﺭﺩ ،ﺍﻳﺠﺎﺩ ﻭ ﺍﺟﺮﺍ ﻧﻤﺎﻳﻨﺪ
ﻧﻬﺎﻳﺖ ﺍﻳﻨﻜﻪ ﺑﺮﺧﻲ ﺍﺯ ﺻﺎﺣﺐ ﻧﻈﺮﺍﻥ ﺑﺮ ﻣﻔﺎﻫﻴﻢ ﺗﻮﺍﻧﻤﻨﺪﻱ ﺳﺎﺯﻣﺎﻧﻲ ،ﺷﺎﻳﺴﺘﮕﻲ ﻫﺎ ﻭ ﻣﻬﺎﺭﺗﻬﺎﻱ ﻣﺪﻳﺮﻳﺘﻲ ﺟﻬﺖ ﺍﺟﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺗﺎﻛﻴﺪ
ﻣﻲ ﻭﺭﺯﻧﺪ .ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ ﮔﺮﻭﻫﻲ ﻣﻌﺘﻘﺪﻧﺪ ﻛﻪ ﺟﻬﺖ ﺍﺟﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ ﺍﺳﺘﺮﺍﺗﮋﻱ ﭼﻬﺎﺭ ﻣﻬﺎﺭﺕ ﺑﻨﻴﺎﺩﻳﻦ ﻧﻴﺎﺯ ﺍﺳﺖ :
ﺏ( ﻣﻬﺎﺭﺕ ﺗﺨﺼﻴﺺ :ﺗﻮﺍﻧﺎﻳﻲ ﺗﻬﻴﻪ ﻭ ﺗﺪﺍﺭﻙ ﻣﻨﺎﺑﻊ ﺳﺎﺯﻣﺎﻧﻲ ﺿﺮﻭﺭﻱ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ
ﺝ(ﻣﻬﺎﺭﺕ ﻧﻈﺎﺭﺕ :ﺗﻮﺍﻧﺎﻳﻲ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺍﻃﻼﻋﺎﺕ ﺑﺮﺍﻱ ﻣﺸﺨﺺ ﻛﺮﺩﻥ ﺍﻳﻦ ﺍﻣﺮ ﻛﻪ ﺁﻳﺎ ﻣﺎﻧﻌﻲ ﺑﺮ ﺳﺮ ﺭﺍﻩ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﻮﺟﻮﺩ ﺁﻣﺪﻩ ﺍﺳﺖ ﻳﺎ ﺧﻴﺮ.
ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺗﻼﺵ ﺧﻮﺍﻫﺪ ﺷﺪ ﺗﺎ ﻣﺒﺘﻨﻲ ﺑﺮ ﺗﻘﺴﻴﻢ ﺑﻨﺪﻱ ﺍﺳﮑﺎﺕ ﺭﺍ ﺩﺭ ﺯﻣﻴﻨﻪ ﻫﺎﻱ ﻧﻈﺮﻳﻪ ﺳﺎﺯﻣﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ ﭼﺎﺭﭼﻮﺑﻲ ﺑﺮﺍﻱ ﺩﺳﺘﻪ ﺑﻨﺪﻱ ﻧﮕﺮﺷﻬﺎﻱ
ﺭﻳﭽﺎﺭﺩ ﺍﺳﻜﺎﺕ 6ﺑﺎ ﺩﺭ ﻧﻈﺮ ﺩﺍﺷﺘﻦ ﺳﻴﺮ ﺗﺤﻮﻻﺕ ﺗﺎﺭﻳﺨﻲ ،ﻧﻈﺮﻳﻪ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ ﺭﺍ ﺑﻪ ﭼﻬﺎﺭ ﮔﺮﻭﻩ ﻳﺎ ﮔﻮﻧﻪ ﺗﻘﺴﻴﻢ ﻛﺮﺩﻩ ﺍﺳﺖ .ﻣﻌﻴﺎﺭ ﺗﻘﺴﻴﻢ
ﺑﻨﺪﻱ ﺍﻭ ﺩﻳﺪﮔﺎﻩ ﺳﻴﺴﺘﻢ ﺑﺎﺯ ﻭ ﺑﺴﺘﻪ ﻧﺴﺒﺖ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ،ﻭ ﻣﺪﻟﻬﺎﻱ ﻋﻘﻼﻳﻲ ﻭ ﻃﺒﻴﻌﻲ ﺭﻓﺘﺎﺭ ﺍﻧﺴﺎﻧﻬﺎ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺖ .ﺑﺮ ﺍﺳﺎﺱ ﻣﻌﻴﺎﺭ ﺍﻭﻝ ﻧﻈﺮﻳﻪ ﻫﺎﻱ
ﺳﺎﺯﻣﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ ﺑﻪ ﺩﻭﮔﺮﻭﻩ ﻧﻈﺮﻳﻪ ﻫﺎﻱ ﺳﻴﺴﺘﻢ ﺑﺴﺘﻪ ﻭ ﺑﺎﺯ ﺗﻘﺴﻴﻢ ﻣﻲ ﺷﻮﻧﺪ ﻭ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻣﻌﻴﺎﺭ ﺩﻭﻡ ﺩﺭ ﻫﺮ ﮔﺮﻭﻩ ﺩﻭ ﻧﻮﻉ ﻣﺪﻝ ﻛﻪ ﻣﻌﻄﻮﻑ ﺑﻪ ﺭﻓﺘﺎﺭ
.ﺟﺪﻭﻝ ﺯﻳﺮ ﺗﻘﺴﻴﻢ ﺑﻨﺪﻱ ﭼﻬﺎﺭ ﮔﻮﻧﻪ ﺍﻱ ﺍﺳﮑﺎﺕ ﺭﺍ ﺩﺭ ﺯﻣﻴﻨﻪ ﻧﻈﺮﻳﻪ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ ﻧﺸﺎﻥ ﻣﻲ ﺩﻫﺪ .
ﺩﺭ ﺗﻼﺵ ﺑﺮﺍﻱ ﺩﺳﺘﻪ ﺑﻨﺪﻱ ﻧﻈﺮﺍﺕ ﻭ ﻧﮕﺮﺷﻬﺎﻱ ﻣﺨﺘﻠﻒ ﻣﻄﺮﺡ ﺷﺪﻩ ﺩﺭ ﺯﻣﻴﻨﻪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ،ﺑﻪ ﻧﻈﺮ ﻣﻲ ﺭﺳﺪ ﻛﻪ ﻣﻲ ﺗﻮﺍﻥ ﺑﺎ ﺍﻟﮕﻮﮔﻴﺮﻱ ﺍﺯ ﻃﺒﻘﻪ
ﺑﻨﺪﻱ ﺍﺳﻜﺎﺕ ﺩﺭ ﻣﻮﺭﺩ ﻧﻈﺮﻳﺎﺕ ﺳﺎﺯﻣﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ ،ﺍﻳﻦ ﻧﮕﺮﺷﻬﺎ ﺭﺍ ﺑﺼﻮﺭﺕ ﻃﻴﻒ ﺯﻳﺮ ﺩﺳﺘﻪ ﺑﻨﺪﻱ ﻧﻤﻮﺩ.
ﻣﻔﺮﻭﺿﺎﺕ ﺣﺎﻛﻢ ﺑﺮ ﻣﺪﻟﻬﺎﻱ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺭ ﭼﺎﺭﭼﻮﺏ ﺍﻳﻦ ﻧﮕﺮﺵ ﺑﺼﻮﺭﺕ ﺯﻳﺮ ﺍﺳﺖ :
6. W. Richard Scott ," Organizations : Rational , Natural , and Open Systems " , Prentic Hall , 1981 .
6
ﻼ ﻗﺎﺑﻞ ﭘﻴﺶ ﺑﻴﻨﻲ ﺍﺳﺖ ،
ﻣﺤﻴﻂ ﺧﺎﺭﺟﻲ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﻭ ﻳﺎ ﺍﻳﻨﻜﻪ ﺛﺎﺑﺖ ﺍﺳﺖ ،ﺩﺭ ﺻﻮﺭﺕ ﻭﺟﻮﺩ ﻣﺤﻴﻂ ﺧﺎﺭﺟﻲ )ﻋﻘﻼﻳﻲ ﺑﺎﺯ ( ،ﺍﻳﻦ ﻣﺤﻴﻂ ﻛﺎﻣ ﹰ
ﺍﺟﺮﺍ ﺍﺯ ﺑﺎﻻ ﺑﻪ ﭘﺎﻳﻴﻦ ﺻﻮﺭﺕ ﻣﻲ ﮔﻴﺮﺩ ،ﺍﺟﺮﺍ ﺑﺼﻮﺭﺕ ﻣﻮﺭﺩﻱ ﺍﻧﺠﺎﻡ ﻣﻲ ﮔﻴﺮﺩ) .ﺗﻐﻴﻴﺮ ﻣﻮﺭﺩﻱ(،ﺍﻳﺠﺎﺩ ﻫﻤﺎﻫﻨﮕﻲ ﺑﺼﻮﺭﺕ ﺩﺭﻭﻧﻲ ﻭ
ﻋﻤﻮﺩﻱ ﺍﺳﺖ ،ﺍﺳﺘﺮﺍﺗﮋﻱ ﺳﺎﺯﻣﺎﻥ ﺗﻌﻴﻴﻦ ﺷﺪﻩ ﺍﺳﺖ ،ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺮ ﻭﺍﺣﺪ ﺳﺎﺯﻣﺎﻧﻲ ﺑﻪ ﺻﻮﺭﺕ ﻃﺒﻴﻌﻲ ﺩﺭﺟﻬﺖ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺖ ﻭ
ﺩﺭﻧﺘﻴﺠﻪ ﻭﺍﺣﺪ ﻫﺎ ﻧﻤﻲ ﺗﻮﺍﻧﻨﺪ ﺩﺭ ﺗﻌﻴﻴﻦ ﻫﺪﻑ ﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﮏ ﻳﺎ ﺗﺪﻭﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺳﺎﺯﻣﺎﻥ ﻧﻘﺶ ﺯﻳﺎﺩﻱ ﺭﺍ ﺍﻳﻔﺎ ﮐﻨﻨﺪ،
ﺍﮔﺮ ﭼﻪ ﺍﻣﮑﺎﻥ ﺩﺍﺭﺩ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺮ ﻭﺍﺣﺪ ﺳﺎﺯﻣﺎﻥ ﺩﺭ ﻭﺍﮐﻨﺶ ﺑﻪ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺳﺎﺯﻣﺎﻥ ﺗﻐﻴﻴﺮ ﮐﻨﺪ ﻭﻟﻲ ﻣﺴﺎﺋﻠﻲ ﮐﻪ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﻣﻲ ﮔﻴﺮﺩ ﮐﻤﺎﮐﺎﻥ
ﻣﻔﺮﻭﺿﺎﺕ ﺣﺎﻛﻢ ﺑﺮ ﺭﻭﺷﻬﺎﻱ ﻭ ﻣﺪﻟﻬﺎﻱ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺭ ﭼﺎﺭﭼﻮﺏ ﺍﻳﻦ ﻧﮕﺮﺵ ﺑﺼﻮﺭﺕ ﺯﻳﺮ ﺍﺳﺖ :
ﻣﺤﻴﻂ ﻏﻴﺮ ﻗﺎﺑﻞ ﭘﻴﺶ ﺑﻴﻨﻲ ﻭ ﻳﺎ ﺑﺎ ﺍﺣﺘﻤﺎﻻﺕ ﻗﺎﺑﻞ ﭘﻴﺶ ﺑﻴﻨﻲ ﺍﺳﺖ ،ﺍﺟﺮﺍ ﺍﺯ ﭘﺎﻳﻴﻦ ﺑﻪ ﺑﺎﻻ ﺻﻮﺭﺕ ﻣﻲ ﮔﻴﺮﺩ ،ﺍﺟﺮﺍ ﺑﺼﻮﺭﺕ ﺩﺍﺋﻤﻲ ﺍﻧﺠﺎﻡ ﻣﻲ ﮔﻴﺮﺩ .
)ﺗﻐﻴﻴﺮ ﺩﺍﺋﻤﻲ(،ﺍﻳﺠﺎﺩ ﻫﻤﺎﻫﻨﮕﻲ ﺑﺼﻮﺭﺕ ﺑﻴﺮﻭﻧﻲ ﻭ ﺍﻓﻘﻲ ﺍﺳﺖ ،ﺷﮑﻞ ﮔﻴﺮﯼ ﻭ ﺍﺟﺮﺍﯼ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺭ ﺳﻄﺢ ﺷﺮﻛﺖ ﺑﺼﻮﺭﺕ ﺗﻌﺎﻣﻠﯽ ﺍﺳﺖ ﻛﻪ ﺍﺯ
ﻛﻨﺶ ﻣﺘﻘﺎﺑﻞ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺗﺼﻤﻴﻢ ﮔﻴﺮﻱ ﺩﺭ ﺳﻄﺢ ﺳﻴﺴﺘﻢ ﺩﺭﻭﻥ ﺳﺎﺯﻣﺎﻥ ﺑﺮﻭﺯ ﻣﻲ ﻛﻨﺪ،ﺳﻴﺴﺘﻢ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺩﺭ ﺗﻌﻴﻴﻦ ﻫﺪﻑ ﻫﺎﻱ
ﺍﺳﺘﺮﺍﺗﮋﻳﮏ ﻳﺎ ﺗﺪﻭﻳﻦ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺳﺎﺯﻣﺎﻥ ﻧﻘﺶ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩﻱ ﺭﺍ ﺍﻳﻔﺎ ﻣﻲ ﮐﻨﻨﺪ،.
ﺭﺍﻫﺒﺮﺩ ﻫﺮ ﺳﻴﺴﺘﻢ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺎﻧﻨﺪ ﺭﺍﻫﺒﺮﺩ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﻳﺎ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ،ﻫﻢ ﺩﺭ ﺭﺍﻫﺒﺮﺩ ﺗﺠﺎﺭﻱ ﺷﺮﻛﺖ ﺳﻴﻬﻢ ﺑﻮﺩﻩ ﻭ ﻫﻢ ﺍﺯ ﺁﻥ ﻧﺸﺎﺕ ﻣﻲ
ﮔﻴﺮﺩ.
ﺩﺭ ﺍﺩﺍﻣﻪ ﺟﻬﺖ ﺗﺒﻴﻴﻦ ﺑﻬﺘﺮ ﺭﻭﻳﻜﺮﺩﻫﺎ ،ﻣﺪﻟﻬﺎ ﻭ ﺭﻭﺷﻬﺎﻱ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ،ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺍﺯ ﺗﺤﻘﻴﻖ ﺑﻪ ﺍﺭﺍﺋﻪ ﭼﻨﺪ ﻧﻤﻮﻧﻪ ﺍﺯ ﻣﺪﻟﻬﺎ ﻭ ﺭﻭﺷﻬﺎﻱ ﻣﻄﺮﺡ
ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺧﻮﺍﻫﻴﻢ ﭘﺮﺩﺍﺧﺖ :ﺍﻟﻒ( ﻣﺪﻝ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻓﺮﺩ .ﺁﺭ .ﺩﻳﻮﻳﺪ ﺏ( ﺭﻭﺵ ﺍﺭﺯﻳﺎﺑﻲ ﻣﺘﻮﺍﺯﻥ
ﺩﻳﻮﻳﺪ ﺩﺭ ﮐﺘﺎﺏ ﺧﻮﺩ ﺗﺤﺖ ﻋﻨﻮﺍﻥ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﮏ ﻣﻄﺮﺡ ﻣﻲ ﮐﻨﺪ ﮐﻪ ﻣﺪﻳﺮﻳﺖ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺎ ﭼﻨﻴﻦ ﻣﺴﺎﺋﻠﻲ ﺭﻭﺑﺮﻭﺳﺖ :
ﺗﻌﻴﻴﻦ ﻫﺪﻑ ﻫﺎﻱ ﺳﺎﻻﻧﻪ ،ﺗﺪﻭﻳﻦ ﺳﻴﺎﺳﺖ ﻫﺎ ،ﺗﺨﺼﻴﺺ ﻣﻨﺎﺑﻊ ،ﺗﻐﻴﻴﺮ ﺳﺎﺧﺘﺎﺭ ﮐﻨﻮﻧﻲ ﺳﺎﺯﻣﺎﻥ ،ﺗﺠﺪﻳﺪ ﺳﺎﺧﺘﺎﺭ ﻭ ﻣﻬﻨﺪﺳﻲ ﻣﺠﺪﺩ ،ﺗﺠﺪﻳﺪ ﻧﻈﺮ ﺩﺭ
ﭘﺎﺩﺍﺵ ﻭ ﺑﺮﻧﺎﻣﻪ ﻫﺎﻱ ﺍﻧﮕﻴﺰﺵ ،ﮐﺎﻫﺶ ﺩﺍﺩﻥ ﻣﻘﺎﻭﻣﺖ ﻫﺎﻳﻲ ﮐﻪ ﺩﺭ ﺑﺮﺍﺑﺮ ﺗﻐﻴﻴﺮﺍﺕ ﺍﻳﺠﺎﺩ ﻣﻲ ﺷﻮﺩ ،ﻭﻓﻖ ﺩﺍﺩﻥ ﻣﺪﻳﺮﺍﻥ ﺑﺎ ﺍﺳﺘﺮﺍﺗﮋﻱ ،ﺗﻘﻮﻳﺖ ﻓﺮﻫﻨﮕﻲ
ﮐﻪ ﭘﺸﺘﻴﺒﺎﻥ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺎﺷﺪ ،ﺗﻄﺒﻴﻖ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺗﻮﻟﻴﺪ ﻋﻤﻠﻴﺎﺗﻲ ﺗﺸﮑﻴﻞ ﻳﮏ ﻭﺍﺣﺪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺛﺮ ﺑﺨﺶ ﻭ ﺩﺭ ﺻﻮﺭﺕ ﻟﺰﻭﻡ ﮐﺎﻫﺶ ﺩﺍﺩﻥ ﻧﻴﺮﻭﻱ
7
ﺏ( ﺭﻭﺵ ﺍﺭﺯﻳﺎﺑﻲ ﻣﺘﻮﺍﺯﻥ
ﺩﺭ ﺍﻭﺍﻳﻞ ﺩﻫﻪ ،1990ﺭﺍﺑﺮﺕ ﻛﺎﭘﻼﻥ 8ﺍﺳﺘﺎﺩ ﺩﺍﻧﺸﻜﺪﻩ ﺑﺎﺯﺭﮔﺎﻧﻲ ﺩﺍﻧﺸﮕﺎﻩ ﻫﺎﺭﻭﺍﺭﺩ ﺑﻪ ﺍﺗﻔﺎﻕ ﺩﻳﻮﻳﺪ ﻧﻮﺭﺗﻮﻥ 9ﻛﻪ ﺩﺭ ﺁﻥ ﺯﻣﺎﻥ ﻣﺪﻳﺮ ﻳﻚ ﺷﺮﻛﺖ
ﺗﺤﻘﻴﻘﺎﺗﻲ ﺑﻮﺩ ،ﻃﺮﺣﻲ ﺗﺤﻘﻴﻘﺎﺗﻲ ﺭﺍ ﺑﻪ ﻣﻨﻈﻮﺭ ﺑﺮﺭﺳﻲ ﻋﻠﻞ ﻣﻮﻓﻘﻴﺖ ﺩﻭﺍﺯﺩﻩ ﺷﺮﻛﺖ ﺑﺮﺗﺮ ﺁﻣﺮﻳﻜﺎﻳﻲ ﺁﻏﺎﺯ ﻛﺮﺩﻧﺪ .ﻧﺘﺎﻳﺞ ﺩﺭ ﻣﻘﺎﻟﻪ ﺍﻱ ﻣﻨﺘﺸﺮ ﮔﺮﺩﻳﺪ ﻭ
ﻧﺘﻴﺠﻪ ﺗﺤﻘﻴﻖ ﺑﻴﺎﻧﮕﺮ ﺍﻳﻦ ﻭﺍﻗﻌﻴﺖ ﺑﻮﺩ ﺍﮐﺜﺮ ﺷﺮﮐﺘﻬﺎﻱ ﻣﻮﻓﻖ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗﮋﻳﮏ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺟﻨﺒﻪ ﭼﻬﺎﺭ ﻣﻨﻈﺮ ﺍﺻﻠﻲ ﻣﻨﻈﺮ ﻣﺎﻟﻲ ،ﻣﻨﻈﺮ ﻣﺸﺘﺮﻱ ،ﻣﻨﻈﺮ ﻓﺮﺁﻳﻨﺪ ﻫﺎﻱ
ﺩﺍﺧﻠﻲ،ﻣﻨﻈﺮ ﺭﺷﺪ ﻭ ﻳﺎﺩﮔﻴﺮﻱ ﺗﻌﻴﻴﻦ ﻣﻲ ﮐﻨﻨﺪ ﻭ ﺍﺯ ﺍﻳﻦ ﭼﻬﺎﺭ ﻣﻨﻈﺮ ﻋﻤﻠﮑﺮﺩ ﺧﻮﺩ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻲ ﮐﻨﻨﺪ)ﻛﺎﭘﻼﻥ ﻭ ﻧﻮﺭﺗﻮﻥ(1383 ،
ﺩﺭ ﭼﺎﺭﭼﻮﺏ ﺍﻳﻦ ﺭﻭﺵ ،ﺩﻻﻳﻞ ﻧﺎﻛﺎﻣﻲ ﺳﺎﺯﻣﺎﻧﻬﺎ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻳﺸﺎﻥ ﺑﻪ ﭼﻬﺎﺭ ﻧﻮﻉ ﻣﺤﺪﻭﺩﻳﺖ ﻳﺎ ﻣﺎﻧﻊ ﻧﺴﺒﺖ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﺑﺮﺍﻱ ﺑﺮﻃﺮﻑ ﻛﺮﺩﻥ ﻫﺮﻳﻚ
ﺍﺯ ﻣﻮﺍﻧﻊ ﺭﺍﻩ ﺣﻠﻬﺎﻳﻲ ﻧﻴﺰ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺳﺖ .ﺍﻳﻦ ﻣﻮﺍﻧﻊ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ :ﻣﺎﻧﻊ ﻣﺮﺑﻮﻁ ﺑﻪ ﻋﺪﻡ ﺍﻧﺘﻘﺎﻝ ﺍﺳﺘﺮﺍﺗﮋﻱ؛ ﻣﺎﻧﻊ ﻣﺮﺑﻮﻁ ﺑﻪ ﻋﺪﻡ ﻫﻤﺴﻮﻳﻲ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎ ﺍﺳﺘﺮﺍﺗﮋﻱ؛ ﻣﺎﻧﻊ ﻣﺮﺑﻮﻁ
ﺑﻪ ﻋﺪﻡ ﺗﻌﻬﺪ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ؛ ﻣﺎﻧﻊ ﻣﺮﺑﻮﻁ ﺑﻪ ﻋﺪﻡ ﺗﺨﺼﻴﺺ ﻣﻨﺎﺑﻊ ﻻﺯﻡ.
ﻛﺎﭘﻼﻥ ﻭ ﻧﻮﺭﺗﻮﻥ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﻧﺸﺎﻥ ﺩﺍﺩﻥ ﻳﻚ ﺍﻟﮕﻮﻱ ﻣﺸﺨﺺ ﻭ ﻳﻜﺴﺎﻥ ﺩﺭ ﻧﻴﻞ ﺑﻪ ﺗﻤﺮﻛﺰ ﻭ ﻫﻤﺴﻮﻳﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﻧﻴﺰ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻳﻲ ﻛﺮﺩﻥ ﻫﺮ ﭼﻪ ﻣﻮﺛﺮﺗﺮ ﺍﺳﺘﺮﺍﺗﮋﻱ
ﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ,ﺍﺻﻮﻟﻲ ﺭﺍ ﺑﻪ ﻧﺎﻡ ﺍﺻﻮﻝ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺤﻮﺭ ﻣﻌﺮﻓﻲ ﻛﺮﺩﻩ ﺍﻧﺪ ﻛﻪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ :
ﺍﺻﻞ - 1ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺑﻪ ﺍﺻﻼﺣﺎﺕ ﻋﻤﻠﻴﺎﺗﻲ ﺗﺮﺟﻤﻪ ﻛﻨﻴﺪ؛ ﺍﺻﻞ - 2ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭﺟﻬﺖ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﻤﺴﻮ ﺳﺎﺯﻳﺪ؛ ﺍﺻﻞ - 3ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﻛﺎﺭ ﻫﺮ ﺭﻭﺯ ﻫﺮﻛﺲ
ﺳﺎﺯﻳﺪ؛ ﺍﺻﻞ - 4ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺑﻪ ﻳﻚ ﻓﺮﺍﻳﻨﺪ ﻣﺴﺘﻤﺮ ﺗﺒﺪﻳﻞ ﻛﻨﻴﺪ؛ ﺍﺻﻞ - 5ﺗﺤﻮﻝ ﺭﺍ ﺍﺯﻃﺮﻳﻖ ﺭﻫﺒﺮﻱ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺷﺪ ﺑﻪ ﺣﺮﻛﺖ ﺩﺭﺁﻭﺭﻳﺪ.
ﻣﻄﺎﺑﻖ ﺍﻳﻦ ﺭﻭﺵ ﺩﺭ ﻋﻤﻞ ﺑﺮﺍﻱ ﺗﺒﺪﻳﻞ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﻪ ﺑﺮﻧﺎﻣـــــﻪ ﻫـﺎﻱ ﺍﺟﺮﺍﻳـﻲ ﺑﺎﻳـﺪ ﻣﻠﺰﻭﻣـﺎﺕ ﺩﺳـﺘﻴﺎﺑﻲ ﺑـﻪ ﺍﻫـﺪﺍﻑ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﺩﺭ ﺍﺑﻌـﺎﺩ ﭼﻬﺎﺭﮔﺎﻧـﻪ
ﻣﺸﺨﺺ ﺷﻮﻧﺪ .ﺍﺑﺘﺪﺍ ﺑﺎﻳﺪ ﭘﺮﺳﻴﺪ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﭼﻪ ﺗﻮﺍﻧﻤﻨﺪﻳﻬﺎﻳﻲ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺑﺎﻳﺪ ﺗﻐﻴﻴﺮ ﻭ ﻳﺎ ﺑﻬﺒﻮﺩ ﭘﻴﺪﺍ ﻛﻨـﺪ؟ ﺑـﺮﺍﻱ ﻫﺮﻳـﻚ ﺍﺯ
ﺍﻳﻦ ﺗﻮﺍﻧﻤﻨﺪﻳﻬﺎ ﺑﺎﻳﺪ ﻣﺸﺨﺼﹰﺎ ﻫﺪﻓﮕﺬﺍﺭﻱ ﻛﺮﺩﻩ ﻭ ﻣﻌﻴﺎﺭﻫﺎﻱ ﺳﻨﺠﺶ ﺭﺍ ﻣﺸﺨﺺ ﻧﻤﻮﺩ ﻭ ﺍﺑﺘﻜﺎﺭﺍﺕ ﻻﺯﻡ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻫﺪﺍﻑ ﻛﻤﻲ ﺗﻌﻴـﻴﻦ ﮔـﺮﺩﺩ.
ﺍﻳﻦ ﻓﺮﺍﻳﻨﺪ ﻣﻮﻟﺪ ﭼﻨﺪﻳﻦ ﺑﺮﻧﺎﻣﻪ ﺑﻪ ﻫﻤﺮﺍﻩ ﺍﻫﺪﺍﻑ ﻛﻤﻲ ﻣﺮﺗﺒﻂ ﺍﺳﺖ ﻛﻪ ﺑﺮﺧﻲ ﺍﺯ ﺁﻧﻬﺎ ﺍﺳـﺘﺮﺍﺗﮋﻱ ﻫـﺎﻱ ﻭﻇﻴﻔـﻪ ﺍﻱ ﻭ ﺑﺮﺧـﻲ ﺍﺳـﺘﺮﺍﺗﮋﻱ ﻫـﺎﻱ ﻋﻤﻠﻴـﺎﺗﻲ
10
ﺝ( ﺗﺌﻮﺭﻱ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ
ﺗﺌﻮﺭﻱ ﺍﻟﮕﻮﺑﺮﺩﺍﺭﻱ 11ﺑﻴﺎﻧﮕﺮ ﺍﻳﻦ ﻣﻄﻠﺐ ﺍﺳﺖ ﻛﻪ ﺍﻓﺮﺍﺩ ﻭ ﺳﺎﺯﻣﺎﻧﻬﺎ ﻫﻨﮕﺎﻡ ﺍﻧﺘﺨﺎﺏ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﺧﻮﺩ ،ﺷﺎﺧﺺ ﻫﺎ ﻭ ﻳﺎ ﻧﻘﺎﻁ ﻣﺮﺟﻌﻲ ﺑﻜﺎﺭ ﻣﻲ
ﺑﺮﻧﺪ .ﺍﺯ ﺳﻮﻱ ﺩﻳﮕﺮ ،ﻣﻄﺎﺑﻖ ﺗﺌﻮﺭﻱ ﺍﻧﺘﻈﺎﺭ ﺷﺮﻛﺘﻬﺎ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺭﻳﺴﻚ ﭘﺬﻳﺮ ﻭ ﻳﺎ ﺭﻳﺴﻚ ﮔﺮﻳﺰ ﺑﺎﺷﻨﺪ .ﻳﻚ ﺷﺮﻛﺖ ﺑﺴﺘﻪ ﺑﻪ ﺍﻳﻨﻜﻪ ﺗﺼﻤﻴﻢ ﮔﻴﺮﺍﻥ
ﮐﻠﻴﺪﻱ ﺁﻥ ﺧﻮﺩﺷﺎﻥ ﺭﺍ ﺩﺭ ﺩﺍﻣﻨﻪ ﺳﻮﺩ ﻭ ﻳﺎ ﺯﻳﺎﻥ ﺑﺒﻴﻨﻨﺪ ﺍﺯ ﺭﻳﺴﻚ ﺍﺟﺘﻨﺎﺏ ﺧﻮﺍﻫﻨﺪ ﻧﻤﻮﺩ ﻭ ﻳﺎ ﺍﻳﻨﻜﻪ ﺭﻳﺴﻚ ﺭﺍ ﺧﻮﺍﻫﺪ ﭘﺬﻳﺮﻓﺖ)ﻛﺎﻧﻤﻦ ﻭ ﺗﻮﺭﺳﻜﻲ،
.(1977
ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﻳﻦ ﻣﻄﺎﻟﺐ ﻣﻲ ﺗﻮﺍﻥ ﮔﻔﺖ ﻛﻪ ﺗﺼﻤﻴﻢ ﮔﻴﺮﺍﻥ ﺩﺭ ﺍﺭﺯﻳﺎﺑﻲ ﺍﻧﺘﺨﺎﺑﻬﺎﻱ ﺩﺍﺭﺍﻱ ﺭﻳﺴﻚ ﺍﺯ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻛﻤﻚ ﻣﻲﮔﻴﺮﻧﺪ )ﻓﻴﮕﻦ
ﺑﺎﻭﻡ ﻭ ﺗﻮﻣﺎﺱ .(1988 ،ﻭ ﻳﺎ ﺑﻌﺒﺎﺭﺕ ﺑﻬﺘﺮ ﺗﺼﻤﻴﻤﺎﺕ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺪﻳﺮﺍﻥ ﺑﻪ ﺍﻳﻨﻜﻪ ﻭﺿﻌﻴﺖ ﺳﺎﺯﻣﺎﻧﺸﺎﻥ ﺭﺍ ﺑﺎﻻﺗﺮ ﻭ ﻳﺎ ﭘﺎﻳﻴﻦﺗﺮ ﺍﺯ ﻧﻘﻄﻪ ﻣﺮﺟﻊ ﺩﺭ ﻧﻈﺮ
8.Robert Kaplan
9. David Norton
)10. Strategic Reference Points theory (SRP
11. Benchmarking
8
ﺑﺮ ﻃﺒﻖ ﺗﺌﻮﺭﻱ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺯﻣﺎﻧﻴﻜﻪ ﻣﺪﻳﺮﺍﻥ ﺍﻳﻨﮕﻮﻧﻪ ﺑﺮﺩﺍﺷﺖ ﻛﻨﻨﺪ ﻛﻪ ﺩﺭ ﻧﻘﻄﻪ ﺍﻱ ﺑﺎﻻﺗﺮ ﺍﺯ ﻧﻘﻄﻪ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻫﺴﺘﻨﺪ ،ﺍﺯ ﺭﻳﺴﻚ
ﺍﺟﺘﻨﺎﺏ ﺧﻮﺍﻫﻨﺪ ﻧﻤﻮﺩ ﻭ ﺑﺮﻋﻜﺲ ﺍﮔﺮ ﻣﺪﻳﺮﺍﻥ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﻧﻘﻄﻪ ﺍﻱ ﭘﺎﻳﻴﻦ ﺗﺮ ﺍﺯ ﻧﻘﻄﻪ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺩﺭﻳﺎﺑﻨﺪ ،ﺭﻳﺴﻚ ﺭﺍ ﺧﻮﺍﻫﻨﺪ ﭘﺬﻳﺮﻓﺖ.
ﻧﻬﺎﻳﺖ ﺍﻳﻨﻜﻪ ﻓﻴﮕﻦ ﺑﺎﻭﻡ ﻭ ﻫﻤﻜﺎﺭﺍﻧﺶ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺭﺍ ﺑﺼﻮﺭﺕ ﺯﻳﺮ ﻣﻄﺮﺡ ﻛﺮﺩﻧﺪ .:ﺑﻌﺪ ﺩﺍﺧﻠﻲ ) ﺍﺑﺰﺍﺭﻫﺎ ﻭ ﺍﻫﺪﺍﻑ ﺍﺳﺘﺮﺍﺗﮋﻳﮏ ( ،ﺑﻌﺪ
ﺁﻧﻬﺎ ﺑﻪ ﺍﻳﻦ ﻧﺘﻴﺠﻪ ﺭﺳﻴﺪﻧﺪ ﻛﻪ ﻛﻪ ﺗﺮﻛﻴﺒﻲ ﺍﺯ ﻋﻮﺍﻣﻞ ﻓﻮﻕ ﺍﻟﺬﻛﺮ ،ﻟﻴﺴﺘﻲ ﺍﺯ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﻣﺪﻳﺮﺍﻥ ﻭ ﺗﺼﻤﻴﻢ ﮔﻴﺮﻧﺪﮔﺎﻥ ﻗﺮﺍﺭ ﻣﻲ
ﺩﻫﺪ ؛ ﺑﻄﻮﺭﻳﻜﻪ ﻣﺪﻳﺮﺍﻥ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺗﻌﺪﺍﺩﻱ ﺍﺯ ﺍﻳﻦ ﻧﻘﺎﻁ ﺭﺍ ﺩﺭ ﻫﺮ ﺯﻣﺎﻧﻲ ﺑﻜﺎﺭ ﮔﻴﺮﻧﺪ.
ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺑﺎﻳﺴﺘﻲ ﺑﻪ ﻋﻨﻮﺍﻥ ﻋﻨﺎﺻﺮ ﻣﺠﻤﻮﻋﻪ ﭼﻨﺪ ﺑﻌﺪﻱ ﺩﺭ ﻧﻈﺮ ﮔﺮﻓﺘﻪ ﺷﻮﻧﺪ ﻭ ﻧﻪ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﻧﺘﺨﺎﺑﻬﺎﻱ ﺻﺮﻑ ﺍﻧﺤﺼﺎﺭﻱ ﺑﺮ ﻣﺒﻨﺎﻱ ﺑﻌﺪ ﺩﺍﺧﻠﻲ ،
ﺧﺎﺭﺟﻲ ﻭ ﻳﺎ ﺯﻣﺎﻧﻲ .ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﻓﻴﮕﻦ ﺑﺎﻭﻡ ﻭ ﻫﻤﻜﺎﺭﺍﻧﺶ ﻳﮏ ﻣﺎﺗﺮﻳﺲ ﺳﻪ ﺑﻌﺪﻱ )ﺷﮑﻞ ﺯﻳﺮ( ﺭﺍ ﺍﺭﺍﺋﻪ ﺩﺍﺩﻧﺪ ﮐﻪ ﺑﺮ ﺍﺳﺎﺱ ﺁﻥ
ﺍﻟﮕﻮﺑﺮﺩﺍﺭﻳﻬﺎﻱ ﺧﺎﺹ ﺑﺮ ﻣﺒﻨﺎﻱ ﺗﻌﺎﻣﻼﺕ ﻋﻮﺍﻣﻞ ﺩﺍﺧﻠﻲ ،ﺧﺎﺭﺟﻲ ﻭ ﺯﻣﺎﻧﻲ ﺷﮑﻞ ﻣﻲ ﮔﻴﺮﺩ .
ﺑﻌﺪ زﻣﺎن
ﺑﻌﺪ ﺧﺎرﺟﻲ
ﺁﻳﻨﺪﻩ
ﺣﺎل
ﮔﺬﺵﺘﻪ
ﻥﻬﺎدهﺎ
رﻗﺒﺎ
اﺑﺰارهﺎي ﻣﺸﺘﺮﻳﺎن
اﺳﺘﺮاﺗﮋﻳﻚ
اهﺪاف
اﺳﺘﺮاﺗﮋﻳﻚ
ﺑﻌﺪ داﺧﻠﻲ
ﺷﻜﻞ _1ﻣﺎﺗﺮﻳﺲ ﺳﻪ ﺑﻌﺪﻱ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ)ﻣﻨﺒﻊ :ﺷﻮﻫﺎﻡ ﻭ ﻓﻴﮕﻦ ﺑﺎﻭﻡ(2002 ،
ﺑﻌﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺨﺶ ﺗﺤﻘﻴﻖ ﻭ ﺗﻮﺳﻌﻪ ﺑﺮﺍﻱ ﺳﺎﻝ ﺁﻳﻨﺪﻩ ﻣﻲ ﺗﻮﺍﻧﺪ ﺑﺮ ﻣﺒﻨﺎﻱ ﺩﻭ ﺑﻌﺪ ﻋﻮﺍﻣﻞ ﺩﺍﺧﻠﻲ ﻭ ﺯﻣﺎﻥ ﺷﻜﻞ ﺑﮕﻴﺮﺩ.
ﺑﺎ ﺍﻳﻦ ﺗﻮﺿﻴﺢ ﻣﻲ ﺗﻮﺍﻥ ﮔﻔﺖ ﻛﻪ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺗﺌﻮﺭﻳﻚ ﻣﻲ ﺗﻮﺍﻧﺪ ﺩﻟﻴﻞ ﺍﻳﻨﻜﻪ ﭼﺮﺍ ﻣﺪﻳﺮﺍﻥ ﺩﺭ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﻣﺸﺎﺑﻪ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻣﺘﻔﺎﻭﺕ ﻭ
ﻣﻌﻴﺎﺭﻫﺎﻱ ﻋﻤﻠﻜﺮﺩﻱ ﻣﺘﻔﺎﻭﺗﻲ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻣﻲ ﻛﻨﻨﺪ ،ﺭﺍ ﭘﺎﺳﺦ ﺩﻫﺪ .ﺍﻳﻦ ﺗﻔﺎﻭﺗﻬﺎ ﺑﻪ ﺍﻳﻦ ﺩﻟﻴﻞ ﺍﺗﻔﺎﻕ ﻣﻲ ﺍﻓﺘﺪ ﻛﻪ ﺗﺼﻤﻴﻢ ﮔﻴﺮﺍﻥ ﺑﺮ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﻣﺘﻔﺎﻭﺗﻲ
ﻓﻴﮕﻦ ﺑﺎﻭﻡ ﻭ ﻫﻤﻜﺎﺭﺍﻧﺶ ﺩﺭﻳﺎﻓﺘﻨﺪ ﻛﻪ ﻭﻗﺘﻲ ﺳﺎﺯﻣﺎﻥ ﺍﺯ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺧﻮﺩ ﻣﻲﮔﺬﺭﺩ ،ﺭﻓﺘﺎﺭﺵ ﻋﻮﺽ ﻣﻲﺷﻮﺩ .ﭘﻴﺶ ﺍﺯ ﺭﺳﻴﺪﻥ ﺑﻪ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ،ﺍﻣﻮﺭ
ﺟﺪﻳﺪ ﺑﻪ ﻋﻨﻮﺍﻥ ﻓﺮﺻﺖ ﺗﻠﻘﻲ ﺷﺪﻩ ﻭ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﺷﻴﻮﻩ ﺍﻱ ﺟﺴﻮﺭﺍﻧﻪ ﻭ ﺭﻳﺴﮏ ﭘﺬﻳﺮ ﺭﻓﺘﺎﺭ ﻣﻲ ﮐﻨﺪ ﺩﺭ ﺣﺎﻟﻴﮑﻪ ﭘﺲ ﺍﺯ ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﺍﻳﻦ ﻧﻘﺎﻁ ،ﺍﻣﻮﺭ
ﺟﺪﻳﺪ ﺭﺍ ﺑﻪ ﻣﻨﺰﻟﻪ ﺗﻬﺪﻳﺪ ﺗﻠﻘﻲ ﻣﻲ ﮐﻨﺪ ﻭ ﻫﻤﭽﻮﻥ ﻛﺴﺎﻧﻲ ﺭﻓﺘﺎﺭ ﻣﻲﻛﻨﺪ ﻛﻪ ﺍﺯ ﻣﻮﻓﻘﻴﺖﻫﺎﻱ ﮔﺬﺷﺘﻪ ﺧﻮﺩ ﺩﻓﺎﻉ ﻣﻲﻛﻨﻨﺪ ﻭ ﺑﻪ ﻻﻙ ﺩﻓﺎﻋﻲ ﻓﺮﻭ
ﻣﻲﺭﻭﺩ ﻭ ﺑﻪ ﺷﻴﻮﻩ ﺍﻱ ﺗﺪﺍﻓﻌﻲ ﻭ ﺭﻳﺴﮏ ﮔﺮﻳﺰ ﺭﻓﺘﺎﺭ ﻣﻲ ﮐﻨﺪ)ﻓﻴﮕﻦ ﺑﺎﻭﻡ ﻭ ﻫﻤﻜﺎﺭﺍﻧﺶ. (1996 ،
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ﻣﻬﻤﺘﺮ ﺍﺯ ﻫﻤﻪ ﺍﻳﻨﻜﻪ ﺗﺤﻠﻴﻞ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺑﺮ ﭘﺎﻳﻪ ﺩﻭ ﻓﺮﺽ ﺍﺳﺎﺳﻲ ﻭ ﺍﻭﻟﻴﻪ ﻗﺮﺍﺭ ﺩﺍﺭﺩ :
ﺍﻟﻒ ( ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺭ ﺳﻄﺢ ﺷﺮﻛﺖ ﻳﻚ ﺗﺮﺗﻴﺐ ﺗﻌﺎﻣﻠﯽ ﺍﺳﺖ ﻛﻪ ﺍﺯ ﻛﻨﺶ ﻣﺘﻘﺎﺑﻞ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺗﺼﻤﻴﻢ ﮔﻴﺮﻱ ﺩﺭ ﺳﻄﺢ ﺳﻴﺴﺘﻢ ﺩﺭﻭﻥ
ﺳﺎﺯﻣﺎﻥ ﺑﺮﻭﺯ ﻣﻲ ﻛﻨﺪ.ﺏ(ﺭﺍﻫﺒﺮﺩ ﻫﺮ ﺳﻴﺴﺘﻢ ﺳﺎﺯﻣﺎﻧﻲ ﻣﺎﻧﻨﺪ ﺭﺍﻫﺒﺮﺩ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﻳﺎ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻫﻢ ﺩﺭ ﺭﺍﻫﺒﺮﺩ ﺗﺠﺎﺭﻱ ﺷﺮﻛﺖ ﺳﻴﻬﻢ ﺑﻮﺩﻩ ﻭ
ﻳﻜﻲ ﺍﺯ ﻋﻤﺪﻩ ﺗﺮﻳﻦ ﭼﺎﺭﭼﻮﺑﻬﺎﻱ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺑﺮﺍﻱ ﺗﺒﻴﻴﻦ ﻋﻮﺍﻣـﻞ ﻣـﻮﺛﺮ ﺑـﺮ ﺍﺟـﺮﺍﻱ ﺍﺳـﺘﺮﺍﺗﮋﻱ ،ﭼـﺎﺭﭼﻮﺏ ﻭﺍﺗـﺮﻣﻦ 12ﻭ ﻫﻤﻜـﺎﺭﺍﻧﺶ
) (1980ﻣﻲ ﺑﺎﺷﺪ .ﺍﻳﻦ ﮔﺮﻭﻩ ﺑﺮ ﺍﺳﺎﺱ ﻳﻚ ﻛﺎﺭ ﺗﺤﻘﻴﻘﺎﺗﻲ – ﻣﺸﺎﻭﺭﻩ ﺍﻱ ﺑﻪ ﺍﻳﻦ ﻧﺘﻴﺠـﻪ ﺭﺳـﻴﺪﻧﺪ ﻛـﻪ ﺍﺟـﺮﺍﻱ ﻣـﻮﺛﺮ ﺍﺳـﺘﺮﺍﺗﮋﻱ ﺑـﻪ
ﺍﺭﺗﺒﺎﻁ ﺑﻴﻦ ﻫﻔﺖ ﻋﺎﻣﻞ ﺍﺳﺘﺮﺍﺗﮋﻱ ،ﺳﺎﺧﺘﺎﺭ ،ﻧﻈﺎﻡ ﻫﺎ ،ﺳﺒﻚ ﻣﺪﻳﺮﻳﺖ ،ﻛﺎﺭﻛﻨﺎﻥ ،ﻣﻬﺎﺭﺗﻬﺎ ﻭ ﺍﺭﺯﺷﻬﺎﻱ ﻣﺸﺘﺮﻙ ﺑﺴﺘﮕﻲ ﺩﺍﺭﺩ.
ﺍﮔﺮ ﭼﻪ ﻭﺍﺗﺮﻣﻦ ﻭ ﻫﻤﻜﺎﺭﺍﻧﺶ ﻫﺮ ﻳﻚ ﺍﺯ ﻋﻮﺍﻣﻞ ﻓﻮﻕ ﺭﺍ ﺗﻌﺮﻳﻒ ﻧﻤﻮﺩﻩ ﺍﻧﺪ ﻭﻟﻲ ﺗﻮﺿﻴﺢ ﻭ ﻣﺜﺎﻟﻬﺎﻱ ﺭﻭﺷﻨﻲ ﺭﺍﺟﻊ ﺑﻪ ﺗﻌﺎﻣﻞ ﻭ ﺍﺭﺗﺒﺎﻁ ﺑـﻴﻦ
ﺍﻳﻦ ﻋﻮﺍﻣﻞ ﺍﺭﺍﺋﻪ ﻧﺪﺍﺩﻩ ﺍﻧﺪ .ﻋﻼﻭﻩ ﺑﺮ ﺍﻳﻦ ،ﺍﻳﻨﻜﻪ ﭼﮕﻮﻧﻪ ﺍﺭﺗﺒﺎﻁ ﺍﻳﻦ ﻋﻮﺍﻣﻞ ﺑﻪ ﺍﺟﺮﺍﻱ ﻣﻮﺛﺮ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺠﺮ ﻣﻲ ﺷﻮﺩ ﻧﻴﺰ ﺗﺒﻴﻴﻦ ﻧﺸﺪﻩ ﺍﺳﺖ
)ﺍﻭﻛﻴﻮﻣﻮﺱ.(2001 ،
ﺩﺭ ﭼﺎﺭﭼﻮﺏ ﻫﺎﻱ ﻣﻔﻬﻮﻣﻲ ﺗﻮﺳﻌﻪ ﺩﺍﺩﻩ ﺷﺪﻩ ﺗﻮﺳﻂ ﺍﺳﺘﻮﻧﻴﭻ (1982)13ﻫﺮﺑﻴﻨﺎﻳﻚ ﻭﺟﻮﻳﺲ، (1984)14ﮔﺎﻟﺒﺮﺍﻳﺖ ﻭ
ﻛﺎﺯﺍﻧﺠﺎﻳﻦ ، (1986)15ﺭﻳﺪﻭ ﻭ ﺑﻴﻮﻛﻠﻲ (1988)16ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺑﺮ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺭ ﺣﻴﻄﻪ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﻮﺭﺩ ﺑﺤﺚ ﻭ ﺑﺮﺭﺳﻲ
ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪ ﺍﺳﺖ .ﺑﻌﺒﺎﺭﺕ ﺑﻬﺘﺮ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﻫﺎ ﺩﺭ ﺣﻴﻄﻪ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺷﻜﻞ ﮔﺮﻓﺘﻪ ﺍﻧﺪ .ﻻﺯﻡ ﺑﺬﻛﺮ ﺍﺳﺖ ﻛﻪ ﻫﻴﭻ ﻛﺪﺍﻡ ﺍﺯ ﺍﻳﻦ
ﻣﻄﺎﻟﻌﺎﺕ ﺑﺼﻮﺭﺕ ﺗﺠﺮﺑﻲ ﺁﺯﻣﻮﻥ ﻧﺸﺪﻩ ﺍﻧﺪ .ﺑﺮﺭﺳﻲ ﻣﻄﺎﻟﻌﺎﺕ ﺍﻳﻦ ﺍﻓﺮﺍﺩ ﻧﺸﺎﻥ ﻣﻲ ﺩﻫﺪ ﻛﻪ ﺗﻘﺮﻳﺒﺎ ﻫﻤﮕﻲ ﺭﻭﻱ ﻋﻮﺍﻣﻞ ﻣﺸﺘﺮﻙ ﻣﻮﺛﺮ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ
ﻫﺎ ﺍﺯ ﻗﺒﻴﻞ؛ ﺗﺪﻭﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ،ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ،ﻓﺮﻫﻨﮓ ،ﮐﺎﺭﮐﻨﺎﻥ ،ﺍﺭﺗﺒﺎﻃﺎﺕ ﻭ ﻛﻨﺘﺮﻝ ﺗﺎﻛﻴﺪ ﺩﺍﺷﺘﻪ ﺍﻧﺪ.
ﺍﻟﻜﺴﺎﻧﺪﺭ ، (1991)17ﺟﺪﺳﻮﻥ (1995)18ﻣﻴﻠﺮ ﻭ ﺩﺱ ، (1996)19ﺗﺎﻣﭙﺴﻮﻥ ﻭ ﺍﺳﺘﺮﻳﻜﻠﻨﺪ (1999)20ﻧﻴﺰ ﺩﺭ ﻣﻄﺎﻟﻌﺎﺗﺸﺎﻥ ﺑﻪ ﻋﻮﺍﻣﻠﻲ ﻣﺸﺎﺑﻪ ﻋﻮﺍﻣﻞ
ﭼﺎﺭﭼﻮﺏ ﺩﻳﮕﺮﻱ ﻛﻪ ﺗﻮﺳﻂ ﭘﺘﻲ ﮔﺮﻳﻮ ﻭ ﻭﻳﭗ (1999)21ﺍﺭﺍﺋﻪ ﺷﺪﻩ ،ﺳﻪ ﻋﺎﻣﻞ ﺍﺭﺯﻳﺎﺑﻲ ﻣﺤﻴﻄﻲ ،ﺭﻫﺒﺮﻱ ﻭ ﻫﺪﺍﻳﺖ ﺗﻐﻴﻴﺮﻭ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺑﻪ
ﺍﺳﻜﻴﻮﻳﻨﮕﺘﻮﻥ ﻭ ﺩﻓﺖ (1991) 22ﺑﺎ ﺑﺮﺭﺳﻲ ﻧﺤﻮﻩ ﺍﺟﺮﺍﻳﻲ ﺷﺪﻥ 57ﺗﺼﻤﻴﻢ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺩﺭ ﺳﺎﺯﻣﺎﻧﻬﺎﻱ ﻧﻔﺘﻲ ﻭ ﺑﻬﺪﺍﺷﺘﻲ ،ﭼﻨﺪﻳﻦ ﻋﺎﻣﻞ ﻣﻮﺛﺮ
ﺑﺮ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺷﻨﺎﺳﺎﻳﻲ ﻛﺮﺩﻧﺪ ﻛﻪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ :ﺍﺳﺘﺮﺍﺗﮋﻱ ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩ ﺳﺎﺧﺘﺎﺭ ،ﻧﻈﺎﻡ ﻫﺎ ﻭ ﺗﻌﺎﻣﻼﺕ.
12. Waterman
13. Stonich
14. Herbiniak & Joyce
15. Galbraith & Kazanjian
16. Reed & Buckly
17. Alexander
18. Judson
19. Miller & Dess
20. Thompson & Strickland
21. Pettigrew & Whipp
22. Skivington & Deft
10
ﻭ ﻧﻬﺎﻳﺘﺎ ﺍﻳﻦ ﻋﻮﺍﻣﻞ ﺭﺍ ﺩﺭ ﺩﻭ ﮔﺮﻭﻩ ﻛﻠﻲ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﻛﺮﺩﻧﺪ :ﺍﻟﻒ( ﻋﻮﺍﻣﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﭼﺎﺭﭼﻮﺏ/ﺳﺎﺧﺘﺎﺭ ﺏ( ﻋﻮﺍﻣﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﻓﺮﺁﻳﻨﺪ.
ﺭﻭﺕ 23ﻭ ﻫﻤﻜﺎﺭﺍﻧﺶ ) (1991ﺑﺼﻮﺭﺕ ﺗﺠﺮﺑﻲ ﺭﺍﺑﻄﻪ ﺑﻴﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻭ ﻃﺮﺍﺣﻲ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﻧﻴﺰ ﺗﺎﺛﻴﺮ ﺁﻥ ﺑﺮ ﻓﺮﺁﻳﻨﺪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺩﺭ
ﭼﺎﺭﭼﻮﺏ ﻳﮏ ﺗﺤﻘﻴﻖ ﻛﻤﻲ ﻣﻮﺭﺩ ﻣﻄﺎﻟﻌﻪ ﻭ ﺁﺯﻣﻮﻥ ﻗﺮﺍﺭﺩﺍﺩﻧﺪ .ﺁﻧﻬﺎ ﻋﻮﺍﻣﻞ ﻫﻤﺎﻫﻨﮕﻲ ،ﻓﻠﺴﻔﻪ ﻣﺪﻳﺮﻳﺘﻲ ،ﺭﺳﻤﻴﺖ،
ﭼﺎﺭﭼﻮﺏ ﺩﻳﮕﺮﻱ ﺗﻮﺳﻂ ﻳﭗ (1992) 24ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ ﭼﻬﺎﺭﻋﺎﻣﻞ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ ،ﻓﺮﻫﻨﮓ ،ﻛﺎﺭﻛﻨﺎﻥ ﻭ
ﻳﭗ ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﺍﻳﻦ ﭼﻬﺎﺭ ﻋﺎﻣﻞ ﺭﻭﻱ ﺗﺪﻭﻳﻦ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﺎﺛﻴﺮ ﺑﺴﺰﺍﻳﻲ ﺩﺍﺭﻧﺪ .
ﺑﺮﺍﻳﺴﻮﻥ ﻭ ﺑﺮﻭﻣﻴﻠﻲ (1993) 25ﭘﺲ ﺍﺯ ﺍﻧﺠﺎﻡ ﻣﻄﺎﻟﻌﺎﺕ ﻣﻮﺭﺩﻱ ،ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺯﻳﺎﺩﻱ ﺭﺍ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺷﻨﺎﺳﺎﻳﻲ ﻭ ﺁﻧﻬﺎ
ﺭﺍ ﺩﺭ ﺳﻪ ﻋﻮﺍﻣﻞ ﺯﻣﻴﻨﻪ ﺍﻱ ،ﻋﻮﺍﻣﻞ ﻓﺮﺁﻳﻨﺪﻱ ﻭ ﻋﻮﺍﻣﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﻧﺘﻴﺠﻪ ﮔﺮﻭﻩ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﻧﻤﻮﺩﻧﺪ.
ﺩﺭ ﺍﺩﺍﻣﻪ ﻱ ﻣﻄﺎﻟﻌﺎﺕ ﺑﺮﺍﻳﺴﻮﻥ ﻭ ﻫﻤﮑﺎﺭﺵ ,ﺍﻭﻛﻴﻮﻣﻮﺱ (2001)26ﭼﺎﺭﭼﻮﺑﻲ ﺍﺭﺍﺋﻪ ﺩﺍﺩ ﮐﻪ ﺩﺭ ﺁﻥ ،ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺑﺮ ﺍﺟﺮﺍﻱ
ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺩﺭ ﭼﻬﺎﺭﮔﺮﻭﻩ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﺷﺪﻩ ﺍﺳﺖ :ﻋﻮﺍﻣﻞ ﻣﺤﺘﻮﺍﻳﻲ ،ﻋﻮﺍﻣﻞ ﺯﻣﻴﻨﻪ ﺍﻱ ،ﻋﻮﺍﻣﻞ ﻓﺮﺁﻳﻨﺪﻱ ،ﻋﻮﺍﻣﻞ ﻣﺮﺑﻮﻁ ﺑﻪ ﻧﺘﻴﺠﻪ
ﻣﻄﺎﻟﻌﺎﺕ ﺍﺧﻴﺮ ) ﻟﻴﻨﺘﻮﻥ 2002 ،27؛ ﺁﻟﺘﻮﻥ ﻭ ﺁﻛﺎﻭﺍﻟﻜﺎ 2002 ،28؛ ﻓﺮﻳﺪﻣﻦ 2003 ،29؛ ﺩﻭﺑﻨﻲ ( 2003 ،30ﺩﺭ ﻣﻮﺭﺩ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ،
ﻋﻮﺍﻣﻠﻲ ﻣﺸﺎﺑﻪ ﻋﻮﺍﻣﻞ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺗﺎ ﻛﻨﻮﻥ ،ﻣﻌﺮﻓﻲ ﻛﺮﺩﻩ ﺍﻧﺪ ﻣﺎﻧﻨﺪ :ﺳﺎﺧﺘﺎﺭ ﻭ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ،ﺍﺭﺗﺒﺎﻃﺎﺕ ﻭ ﺗﻌﻬﺪ ﭘﺮﺳﻨﻞ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﭼﺸﻢ ﺍﻧﺪﺍﺯ
ﺳﺎﺯﻣﺎﻥ
ﺑﺮﺧﻼﻑ ﭼﺎﺭﭼﻮﺑﻬﺎﻱ ﻓﻮﻕ ﺍﻟﺬﻛﺮ ،ﭼﺎﺭﭼﻮﺏ ﻫﺎﻳﻲ ﻧﻴﺰ ﺑﻌﻨﻮﺍﻥ ﻣﺪﻟﻬﺎﻱ ﺧﻄﻲ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﻣﻄﺮﺡ ﺷﺪﻩ ﺍﻧﺪ ﻣﺎﻧﻨﺪ :ﻣﺪﻝ ﭼﻬﺎﺭ ﻣﺮﺣﻠﻪ ﺍﻱ
ﻛﻪ ﺑﻴﻦ ﺍﻳﻦ ﻣﺪﻟﻬﺎ ﺷﺒﺎﻫﺖ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩﻱ ﻣﺸﺎﻫﺪﻩ ﻣﻲ ﺷﻮﺩ .ﺍﺯ ﺳﻮﻱ ﺩﻳﮕﺮ ﺍﻳﻦ ﻣﺪﻟﻬﺎ ﺑﻪ ﻋﻮﺍﻣﻞ ﻣﺸﺎﺑﻬﻲ ﺑﺎ ﺁﻧﭽﻪ ﺫﻛﺮ ﺷﺪﻩ ﻣﺎﻧﻨﺪ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ،
ﻓﺮﻫﻨﮓ ،ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ،ﺗﺨﺼﻴﺺ ﻣﻨﺎﺑﻊ ،ﺍﺭﺗﺒﺎﻃﺎﺕ ﻭ ...ﺩﺭﻣﺮﺍﺣﻞ ﻣﺨﺘﻠﻒ ﻓﺮﺁﻳﻨﺪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺍﺷﺎﺭﻩ ﺩﺍﺭﻧﺪ.
ﻧﻬﺎﻳﺖ ﺍﻳﻨﻜﻪ ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺑﺮ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﻧﮕﺮﺷﻬﺎ ،ﭼﺎﺭﭼﻮﺑﻬﺎ ﻭ ﻣﺪﻟﻬﺎﻱ ﻣﺨﺘﻠﻒ ﻣﻲ ﺗﻮﺍﻥ ﺑﻄﻮﺭ ﺧﻼﺻﻪ ﺩﺭ ﺟﺪﻭﻝ ﺻﻔﺤﻪ ﺑﻌﺪ
23. Roth
24. Yip
25. Bryson & Bromily
26. Okumus
27. Linton
28. Altonen & Ikavalka
29. Freedman
30. Dobni
31. Noble
32. Galpin
33. De Feo & Janssen
11
ﺷﺮﻛﺘﻬﺎﻱ
ﻋﻮﺍﻣﻞ ﺗﺪﻭﻳﻦ ﺳﺎﺧﺘﺎﺭ ﻓﺮﻫﻨﮓ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺗﺨﺼﻴﺺ ﻛﻨﺘﺮﻝ ﻭ
ﻋﻮﺍﻣﻞ ﻛﻠﻴﺪﻱ /ﭼﺎﺭﭼﻮﺑﻬﺎ ﺭﻫﺒﺮﻱ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻧﺘﻴﺠﻪ ﻫﻤﻜﺎﺭ
ﻣﺤﻴﻄﻲ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺳﺎﺯﻣﺎﻧﻲ ﻋﻤﻠﻴﺎﺗﻲ ﻣﻨﺎﺑﻊ ﺑﺎﺯﺧﻮﺭﺩ
ﺧﺎﺭﺟﻲ
ﭼﺎﺭﭼﻮﺏ ﻫﺎﻱ ﻣﻔﻬﻮﻣﻲ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺩﺭ ﺣﻴﻄﻪ
ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ
ﺍﺳﺘﻮﻧﻴﭻ)(1982 Ë ËË ËË ËË ËË ËË ËË Ë Ë ËË
ﻫﺮﺑﻴﻨﺎﻳﻚ ﻭﺟﻮﻳﺲ)(1984 ËË ËË Ë Ë Ë ËË Ë ËË Ë
ﮔﺎﻟﺒﺮﺍﻳﺖ ﻭ ﻛﺎﺯﺍﻧﺠﺎﻳﻦ )(1986 Ë Ë ËË Ë ËË Ë ËË ËË Ë ËË
ﺁﻛﺮ)(1995 Ë ËË ËË Ë ËË Ë ËË ËË ËË Ë
ﺗﺎﻣﭙﺴﻮﻥ ﻭ ﺍﺳﺘﺮﻳﻜﻠﻨﺪ)(1995 Ë ËË ËË Ë ËË ËË ËË ËË ËË Ë Ë
ﭼﺎﺭﭼﻮﺏ ﻫﺎﻳﻲ ﻛﻪ ﺑﻪ ﻃﻮﺭ ﺗﺠﺮﺑﻲ ﺗﻮﺳﻌﻪ ﺩﺍﺩﻩ
ﺷﺪﻩ ﺍﻧﺪ
ﻭﺍﺗﺮﻣﻦ ﻭ ﻫﻤﻜﺎﺭﺍﻧﺶ)(1980 ËË ËË ËË Ë ËË ËË ËË Ë
ﻫﻤﺒﺮﻳﻚ ﻭ ﻛﺎﻧﻼ)(1989 ËË ËË ËË Ë ËË ËË ËË ËË Ë Ë
ﭘﺘﻲ ﮔﺮﻳﻮ ﻭ ﻭﻳﭗ)(1991 ËË Ë ËË ËË ËË Ë ËË ËË Ë Ë
ﺍﺳﻜﻴﻮﻳﻨﮕﺘﻮﻥ ﻭ ﺩﻓﺖ)(1991 Ë ËË ËË Ë Ë ËË ËË ËË Ë Ë
ﺍﻭﻟﺴﻮﻥ ﻭ ﻫﻤﻜﺎﺭﺍﻧﺶ)(1994 ËË ËË ËË Ë ËË ËË ËË Ë ËË ËË
ﻣﻴﻠﺮ)(1997 ËË ËË ËË Ë ËË ËË ËË Ë Ë Ë ËË
ﺑﺮﺍﻳﺴﻮﻥ ﻭ ﺑﺮﻭﻣﻴﻠﻲ)(1993 ËË Ë Ë ËË Ë ËË ËË ËË Ë ËË
ﭼﺎﺭﭼﻮﺏ ﻫﺎﻳﻲ ﺩﺭ ﺣﻴﻄﻪ ﻣﺪﻳﺮﻳﺖ ﺑﻴﻦ ﺍﻟﻤﻠﻠﻲ
ﺗﻮﺳﻌﻪ ﺩﺍﺩﻩ ﺷﺪﻩ ﺍﻧﺪ
ﻫﺮﺑﻴﻨﺎﻳﻚ)(1992 ËË ËË ËË ËË Ë ËË Ë ËË ËË Ë ËË
ﻳﭗ)(1992 Ë ËË ËË ËË Ë Ë ËË Ë Ë
ﺭﻭﺕ ﻭ ﻫﻤﻜﺎﺭﺍﻧﺶ)(1997 Ë Ë ËË ËË Ë Ë Ë ËË ËË Ë
ﺟﺪﻭﻝ _2ﻣﻘﺎﻳﺴﻪ ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺑﺮ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﭼﺎﺭﭼﻮﺏ ﻫﺎ ﻭ ﻣﺪﻟﻬﺎﻱ ﻣﺨﺘﻠﻒ ) ﻣﻨﺒﻊ :ﺍﻭﻛﻴﻮﻣﻮﺱ(2001 ،
12
ﺟﻤﻊ ﺑﻨﺪﻱ ﻭ ﻧﺘﻴﺠﻪ ﮔﻴﺮﻱ
ﺍﺯ ﺁﻧﺠﺎﻳﻴﮑﻪ ﺍﺟﺮﺍﻱ ﻧﺎﺩﺭﺳﺖ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺳﺎﺯﻣﺎﻧﻲ ﻣﻲ ﺗﻮﺍﻧﺪ ﺿﺮﺑﻪ ﻫﺎﻱ ﺷﺪﻳﺪ ﻭ ﺧﺴﺎﺭﺕ ﻫﺎﻱ ﺟﺒﺮﺍﻥ ﻧﺎﭘﺬﻳﺮﻱ
ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﻭﺍﺭﺩ ﻛﻨﺪ ﺑﻄﻮﺭﻳﮑﻪ ﺩﺭ ﺑﻌﻀﻲ ﻣﻮﺍﺭﺩ ﻭﺿﻊ ﺑﻪ ﮔﻮﻧﻪ ﺍﻱ ﺩﺭﻣﻲ ﺁﻳﺪ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﻧﻤﻲ ﺗﻮﺍﻧﺪ ﻣﺴﻴﺮ ﺭﻓﺘﻪ ﺭﺍ
ﺑﺎﺯﮔﺮﺩﺩ ﻳﺎ ﺭﻭﻧﺪ ﺍﻣﻮﺭ ﺭﺍ ﺗﻐﻴﻴﺮ ﺩﻫﺪ ،ﺑﻨﺎﺑﺮﺍﻳﻦ ﻣﻲ ﺗﻮﺍﻥ ﮔﻔﺖ ﻛﻪ ﺍﺯ ﻧﻈﺮ ﺳﻼﻣﺖ ﻭ ﺍﺩﺍﻣﻪ ﺣﻴﺎﺕ ﺳﺎﺯﻣﺎﻥ ،ﺍﺟﺮﺍﻱ
ﺩﺭﺳﺖ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺍﻫﻤﻴﺖ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩﻱ ﺩﺍﺭﺩ .ﺩﺭ ﺍﻳﻦ ﺭﺍﺳﺘﺎ ﻣﻄﺎﻟﻌﻪ ﻭ ﺑﺮﺭﺳﻲ ﺗﺌﻮﺭﻳﮏ ﺍﺑﻌﺎﺩ ﻣﺨﺘﻠﻒ ﻣﻘﻮﻟﻪ
ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﻣﻲ ﺗﻮﺍﻧﺪ ﺯﻣﻴﻨﻪ ﺳﺎﺯ ﺍﺭﺍﺋﻪ ﺍﻟﮕﻮﻫﺎﻱ ﻋﻠﻤﻲ ﻭ ﻋﻤﻠﻲ ﺑﺮﺍﻱ ﻣﺪﻳﺮﺍﻥ ﻭ ﺍﻓﺮﺍﺩ ﮐﻠﻴﺪﻱ ﻣﻮﺛﺮ ﺩﺭ
ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﺑﺎﺷﺪ .ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺩﺭ ﺍﻳﻦ ﺗﺤﻘﻴﻖ ﺗﻼﺵ ﺷﺪ ﺗﺎ ﺑﺎ ﺍﻧﺠﺎﻡ ﻣﻄﺎﻟﻌﺎﺕ ﻛﺘﺎﺑﺨﺎﻧﻪ ﺍﻱ،
ﺑﺮﺭﺳﻲ ﻛﺘﺐ ﻭ ﻣﻘﺎﻻﺕ ﻣﺨﺘﻠﻒ ،ﻧﮕﺮﺷﻬﺎ ﻭ ﻣﺪﻟﻬﺎﻱ ﻣﺨﺘﻠﻒ ﻣﻄﺮﺡ ﺷﺪﻩ ﺩﺭ ﺯﻣﻴﻨﻪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﺒﻴﻴﻦ ﻭ
ﻣﻄﺎﻟﻌﺎﺕ ﻧﺸﺎﻥ ﻣﻲ ﺩﻫﺪ ﭼﺎﺭﭼﻮﺑﻬﺎ ﻭﻣﺪﻟﻬﺎﯼ ﻣﺨﺘﻠﻔﻲ ﺩﺭ ﺭﺍﺑﻄﻪ ﺑﺎ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺗﻮﺳﻂ ﻧﻈﺮﻳﻪ ﭘﺮﺩﺍﺯﺍﻥ ﺍﺭﺍﺋﻪ
ﺷﺪﻩ ﺍﺳﺖ .ﺑﺎ ﻳﮏ ﺳﺮﻱ ﻣﻌﻴﺎﺭﻫﺎﻳﻲ ﻣﻲ ﺗﻮﺍﻥ ﺍﻳﻦ ﻧﮕﺮﺷﻬﺎ ﺭﺍ ﺩﺭ ﭼﺎﺭﭼﻮﺏ ﺗﻘﺴﻴﻢ ﺑﻨﺪﻱ ﻋﻘﻼﻳﻲ -ﻃﺒﻴﻌﻲ ﺍﺯ ﻫﻢ
ﻣﺘﻤﺎﻳﺰ ﻧﻤﻮﺩ ﮐﻪ ﺗﺒﻠﻮﺭ ﺁﻥ ﺷﮑﻞ ﮔﻴﺮﻱ ﻃﻴﻔﻲ ﺍﺯ ﻧﻈﺮﺍﺕ ﻣﺨﺘﻠﻒ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﺭ ﺗﻨﺎﻇﺮ ﺑﺎ ﻃﺒﻘﻪ ﺑﻨﺪﻱ
ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺭﻳﭽﺎﺭﺩ ﺍﺳﮑﺎﺕ ﺩﺭ ﻣﻮﺭﺩ ﺗﺌﻮﺭﻳﻬﺎﻱ ﻣﺪﻳﺮﻳﺖ ,ﺧﻮﺍﻫﺪ ﺑﻮﺩ .ﺷﮑﻞ ﮔﻴﺮﻱ ﺍﻳﻦ ﻃﻴﻒ ﺩﺭ ﺩﺭﮎ
ﻋﻤﻴﻖ ﺗﺮ ﻣﺒﺎﻧﻲ ﺗﺌﻮﺭﻳﮏ ﻭ ﺟﺎﻳﮕﺎﻩ ﻣﺪﻟﻬﺎﻱ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺑﺴﻴﺎﺭ ﻣﻮﺛﺮ ﻭ ﺭﺍﻫﮕﺸﺎ ﺧﻮﺍﻫﺪ ﺑﻮﺩ .
ﭼﺎﺭﭼﻮﺑﻬﺎ ،ﻣﺪﻟﻬﺎ ﻭ ﺭﻭﺷﻬﺎﻱ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺩﺭ ﺧﺼﻮﺹ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎﻱ ﻣﺎﻟﻲ ،ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ،ﺗﻮﻟﻴﺪ ﻭ ﻓﻨﺎﻭﺭﻱ
ﺍﻃﻼﻋﺎﺕ ﻧﻴﺰ ﺍﺯ ﺍﻳﻦ ﻗﺎﻋﺪﻩ ﻣﺴﺘﺜﻨﻲ ﻧﻴﺴﺘﻨﺪ ﻭ ﻣﯽ ﺗﻮﺍﻥ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﺗﺮﺗﻴﺒﯽ ﮐﻪ ﺩﺭ ﺑﺎﻻ ﺑﻪ ﺁﻥ ﺍﺷﺎﺭﻩ ﺷﺪ ﻃﺒﻘﻪ ﺑﻨﺪﯼ
ﻧﻤﻮﺩ.ﭘﻴﺸﻨﻬﺎﺩ ﻣﻴﺸﻮﺩ ﺩﺭ ﺩﺭ ﻗﺎﻟﺐ ﺭﺳﺎﻟﻪ ﺩﮐﺘﺮﺍ ﻭ ﮐﺎﺭﺷﻨﺎﺳﻲ ﺍﺭﺷﺪ ﻣﻮﺿﻮﻋﺎﺕ ﺫﮐﺮ ﺷﺪﻩ ﺩﺭ ﺩﺳﺘﻮﺭ ﮐﺎﺭ
13
ﻣﻨﺎﺑﻊ ﻭ ﻣﺮﺍﺟﻊ
ﺍﺳﺘﻴﺴﻲ؛ ﺭﺍﻟﻒ )" .(1381ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﭘﻮﻳﺎﻳﻲ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻧﻲ" ,ﺗﺮﺟﻤﻪ ﻣﺤﻤﺪﺭﺿﺎ ﺷﺠﺎﻋﻲ ،ﺍﻧﺘﺸﺎﺭﺍﺕ ﺩﺍﻧﺸﻜﺪﻩ ﺍﻣﻮﺭ ﺍﻗﺘﺼﺎﺩﻱ ،ﭼﺎﭖ ﺍﻭﻝ . .1
ﺍﻋﺮﺍﺑﻲ؛ ﺳﻴﺪ ﻣﺤﻤﺪ )" .(1384ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﮔﻤﺮﻙ" ،ﺩﻓﺘﺮ ﭘﮋﻭﻫﺸﻬﺎﻱ ﻓﺮﻫﻨﮕﻲ ،ﭼﺎﭖ ﺍﻭﻝ . .2
ﺍﻋﺮﺍﺑﻲ؛ ﺳﻴﺪﻣﺤﻤﺪ ،ﻣﻮﺳﻮﻱ؛ ﺳﻌﻴﺪ)" .(1384ﻧﻘﺶ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺭﺍﻫﺒﺮﺩﻱ ﺩﺭ ﺗﺒﻴﻴﻦ ﻣﺎﻫﻴﺖ ﻭ ﭘﻴﺎﻣﺪﻫﺎﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ" ،ﻓﺼﻠﻨﺎﻣﻪ ﺗﺤﻮﻝ ﺍﺩﺍﺭﻱ ، .3
ﺍﻟﻮﺍﻧﻲ ،ﺳﻴﺪﻣﻬﺪﻱ ) " .(1379ﻣﺪﻳﺮﻳﺖ ﻋﻤﻮﻣﻲ" ،ﻧﺸﺮﻧﻲ ،ﭼﺎﭖ ﭘﺎﻧﺰﺩﻫﻢ . .4
ﺍﻳﮕﻮﺭ ﺍﻧﺴﻒ؛ ﺍﭺ ,ﻣﻚ ﺩﺍﻧﻞ؛ ﺍﺩﻭﺍﺭﺩ ﺟﻲ )" .(1375ﺍﺳﺘﻘﺮﺍﺭ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ" ﺗﺮﺟﻤﻪ ﻋﺒﺪﺍﷲ ﺯﻧﺪﻳﻪ ،ﺍﻧﺘﺸﺎﺭﺍﺕ ﺳﻤﺖ ،ﭼﺎﭖ ﺍﻭﻝ . .5
ﺩﻓﺖ؛ ﺭﻳﭽﺎﺭﺩ ﺍﻝ ) " .(1383ﺗﺌﻮﺭﻱ ﻭ ﻃﺮﺍﺣﻲ ﺳﺎﺯﻣﺎﻥ" ,ﺗﺮﺟﻤﻪ ﻋﻠﻲ ﭘﺎﺭﺳﺎﻳﻴﺎﻥ ﻭﺳﻴﺪ ﻣﺤﻤﺪ ﺍﻋﺮﺍﺑﻲ ،ﺟﻠﺪ ﺍﻭﻝ ﻭ ﺩﻭﻡ ،ﺩﻓﺘﺮ ﭘﮋﻭﻫﺸﻬﺎﻱ ﻓﺮﻫﻨﮕﻲ ،ﭼﺎﭖ ﭼﻬﺎﺭﻡ . .6
ﺩﻳﻮﻳﺪ؛ ﻓﺮﺩ .ﺁﺭ " .(1380) ،ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ" ﺗﺮﺟﻤﻪ ﺳﻴﺪ ﻣﺤﻤﺪ ﺍﻋﺮﺍﺑﻲ ﻭ ﻋﻠﻲ ﭘﺎﺭﺳﺎﻳﻴﺎﻥ ،ﺩﻓﺘﺮ ﭘﮋﻭﻫﺸﻬﺎﻱ ﻓﺮﻫﻨﮕﻲ ،ﭼﺎﭖ ﺩﻭﻡ . .7
ﺭﺣﻤﺎﻥ ﺳﺮﺷﺖ ،ﺣﺴﻴﻦ)" (1384ﺭﺍﻫﺒﺮﺩﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ " ﺍﻧﺘﺸﺎﺭﺍﺕ ﻓﻦ ﻭ ﻫﻨﺮ ،ﭼﺎﭖ ﺍﻭﻝ . .8
ﺭﺿﺎﺋﻴﺎﻥ ،ﻋﻠﻲ" ،ﻣﺒﺎﻧﻲ ﺳﺎﺯﻣﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ" ،ﺍﻧﺘﺸﺎﺭﺍﺕ ﺳﻤﺖ ،ﭼﺎﭖ ﭼﻬﺎﺭﻡ . .9
.10ﺭﺿﺎﺋﻴﺎﻥ ،ﻋﻠﻲ)" .(1378ﺗﺠﺰﻳﻪ ﻭ ﺗﺤﻠﻴﻞ ﻭ ﻃﺮﺍﺣﻲ ﺳﻴﺴﺘﻢ" ،ﺍﻧﺘﺸﺎﺭﺍﺕ ﺳﻤﺖ ،ﭼﺎﭖ ﭼﻬﺎﺭﻡ .
.11ﺳﺮﻣﺪ؛ ﺯﻫﺮﻩ ،ﺑﺎﺯﺭﮔﺎﻥ؛ ﻋﺒﺎﺱ ،ﺣﺠﺎﺯﻱ؛ ﺍﻟﻬﻪ )" .(1380ﺭﻭﺵ ﻫﺎﻱ ﺗﺤﻘﻴﻖ ﺩﺭ ﻋﻠﻮﻡ ﺭﻓﺘﺎﺭﻱ" ،ﺩﻓﺘﺮ ﻧﺸﺮ ﺁﮔﻪ ،ﭼﺎﭖ ﭘﻨﺠﻢ .
.12ﻋﻠﻲ ﺍﺣﻤﺪﻱ ؛ ﻋﻠﻴﺮﺿﺎ ،ﻓﺘﺢ ﺍﻟﻠﻬﻲ ؛ ﻣﻬﺪﻱ ﻭ ﺗﺎﺝ ﺍﻟﺪﻳﻦ ؛ ﺍﻳﺮﺝ ) " .(1382ﻧﮕﺮﺷﻲ ﺟﺎﻣﻊ ﺑﺮ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ" ،ﺍﻧﺘﺸﺎﺭﺍﺕ ﺗﻮﻟﻴﺪ ﺩﺍﻧﺶ ،ﭼﺎﭖ ﺍﻭﻝ
.
.13ﻋﻠﻲ ﺍﺣﻤﺪﻱ؛ ﻋﻠﻴﺮﺿﺎ ،ﺍﺑﺮﺍﻫﻴﻤﻲ؛ ﻣﻬﺪﻱ ،ﺳﻠﻴﻤﺎﻧﻲ؛ ﺣﺠﺖ )" .(1383ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻓﻨﺎﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﻭ ﺍﺭﺗﺒﺎﻃﺎﺕ" ،ﺍﻧﺘﺸﺎﺭﺍﺕ ﺗﻮﻟﻴﺪ
.14ﻓﻴﺾ ﺁﺑﺎﺩﻱ؛ ﺟﻮﺍﺩ ) " .(1381ﺭﻭﻳﮑﺮﺩﻫﺎﯼ ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﮏ ﺍﻃﻼﻋﺎﺕ" ,ﻣﺠﻠﻪ ﺗﺪﺑﻴﺮ ,ﺷﻤﺎﺭﻩ .122
.15ﻛﺎﭘﻼﻥ؛ ﺭﺍﺑﺮﺕ ﺍﺱ ،ﻧﻮﺭﺗﻮﻥ؛ ﺩﻳﻮﻳﺪ ﭘﻲ )" .(1383ﺳﺎﺯﻣﺎﻥ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺤﻮﺭ" ،ﺍﻧﺸﺎﺭﺍﺕ ﺳﺎﺯﻣﺎﻥ ﻣﺪﻳﺮﻳﺖ ﺻﻨﻌﺘﻲ ،ﭼﺎﭖ ﺍﻭﻝ .
.16ﻛﻼﺭﻙ؛ ﺍﺳﺘﻴﻮ )" .(1382ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺳﻴﺴﺘﻢ ﻫﺎﻱ ﺍﻃﻼﻋﺎﺗﻲ" ﺗﺮﺟﻤﻪ ﺳﻴﺪ ﻣﺤﻤﺪ ﺍﻋﺮﺍﺑﻲ ﻭ ﺩﺍﻭﺩ ﺍﻳﺰﺩﻱ ،ﺩﻓﺘﺮ ﭘﮋﻭﻫﺸﻬﺎﻱ ﻓﺮﻫﻨﮕﻲ ،ﭼﺎﭖ ﺍﻭﻝ .
.17ﻛﻮﻳﻴﻦ؛ ﺟﻴﻤﺰ ﺑﺮﺍﻳﻦ ،ﻣﻴﻨﺘﺰﺑﺮﮒ؛ ﻫﻨﺮﻱ ،ﺟﻴﻤﺰ؛ ﺭﺍﺑﺮﺕ ﺍﻡ ) " .(1376ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ" ،ﺗﺮﺟﻤﻪ ﻣﺤﻤﺪ ﺻﺎﺋﺒﻲ ،ﺍﻧﺘﺸﺎﺭﺍﺕ ﻣﺮﻛﺰ ﺁﻣﻮﺯﺵ
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