‫ﺑﺮﺭﺳﻲ ﻭ ﺩﺳﺘﻪ ﺑﻨﺪﻱ ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫)ﺑﺮاﺳﺎس ﭼﺎرﭼﻮب اﺳﮑﺎت وﺗﺌﻮري ‪(SRP‬‬

‫ﻳﻌﻘﻮﺏ ﺭﺷﻨﻮﺍﺩﻱ )ﺩﺍﻧﺸﺠﻮﻱ ﺩﻭﺭﻩ ﺩﮐﺘﺮﺍﻱ ﻣﺪﻳﺮﻳﺖ ﺑﺎﺯﺭﮔﺎﻧﻲ ﮐﺮﺍﻳﺶ ﺳﻴﺎﺳﺘﮕﺬﺍﺭﻱ ﺩﺍﻧﺸﮕﺎﻩ‬ ‫™‬

‫ﻋﻼﻣﻪ ﻃﺒﺎﻃﺒﺎﺋﻲ(‬

‫ﺁﺩﺭﺱ ‪:‬ﺗﻬﺮﺍﻥ ‪،‬ﺑﻠﻮﺍﺭ ﻣﻴﺮﺩﺍﻣﺎﺩ‪،‬ﺷﻤﺎﺭﺓ‪ ،140‬ﺷﺮﮐﺖ ﺧﺪﻣﺎﺕ ﺍﻧﻔﻮﺭﻣﺎﺗﻴﮏ ﺗﻠﻔﻦ‪09122464037:‬‬

‫ﺁﺩﺭﺱ ﺍﻟﮑﺘﺮﻭﻧﻴﮑﻲ‪rashnavadi55@yahoo.com :‬‬

‫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

‫ﻣﺪﻳﺮﺍﻥ ﺍﺳﺘﺮﺍﺗﮋﻳﺴﺖ ﺑﺎﺷﺪ‪.‬‬

‫ﻭﺍﮊﮔﺎﻥ ﮐﻠﻴﺪﻱ‪ :‬ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺗﮋﻱ‪،‬ﭼﺎﺭﭼﻮﺏ ﺍﺳﮑﺎﺕ‪،‬ﻋﻮﺍﻣﻞ ﻣﺆﺛﺮ ﺩﺭ ﺍﺟﺮﺍ‪، ،‬ﻣﺪﻝ ﺩﻳﻮﻳﺪ‪،‬ﻣﺪﻝ ﺍﺭﺯﻳﺎﺑﻲ ﻣﺘﻮﺍﺯﻥ‪،‬ﻣﺪﻝ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﮏ‬

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‫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

‫ﺍﻱ ﺑﻪ ﺍﺟﺮﺍ ﺩﺭ ﺁﻳﻨﺪ‪.‬‬

‫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

‫ﻋﻤﻞ ﻣﺪﻳﺮﺍﻥ ﺩﺭ ﻣﺮﺣﻠﻪ ﺍﺟﺮﺍ ﺑﺎﺷﺪ‪ ،‬ﺍﺳﺖ‪) .‬ﺍﻟﻜﺴﺎﻧﺪﺭ‪(1995 ،‬‬

‫ﺑﻴﺎﻥ ﻣﺴﺌﻠﻪ ﻭ ﺿﺮﻭﺭﺕ ﺗﺤﻘﻴﻖ‬

‫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

‫ﺍﻫﻤﻴﺖ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩﻱ ﺩﺍﺭﺩ ‪.‬‬

‫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

‫ﻣﺒﺘﻨﻲ ﺑﺮ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ‪ ،‬ﺍﻫﺪﺍﻑ ﻛﻠﻲ ﺍﻳﻦ ﺗﺤﻘﻴﻖ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ ‪:‬‬

‫‪ .1‬ﺑﺮﺭﺳﻲ ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺑﺮ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ‬

‫‪ .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 ‪:‬‬

‫‪ .1‬ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺑﺮ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﭼﻴﺴﺘﻨﺪ ؟‬

‫‪ .2‬ﺗﻌﺎﺑﻴﺮ ﻭ ﻧﮕﺮﺷﻬﺎﻱ ﻣﺨﺘﻠﻒ ﺩﺭ ﻣﻮﺭﺩ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﭼﻴﺴﺘﻨﺪ ؟‬

‫‪ .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

‫ﺗﻘﺴﻴﻢ ﺑﻨﺪﻱ ﻧﻤﻮﺩ )ﺳﺮﻣﺪ‪ ،‬ﺑﺎﺯﺭﮔﺎﻥ ﻭ ﺣﺠﺎﺯﻱ‪.(1380 ،‬‬

‫ﺍﻟﻒ ( ﺑﺮ ﺍﺳﺎﺱ ﻫﺪﻑ‬

‫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 ‪.‬‬

‫ﺏ ( ﺑﺮ ﺍﺳﺎﺱ ﻧﺤﻮﻩ ﮔﺮﺩﺁﻭﺭﻱ ﺩﺍﺩﻫﻬﺎ ) ﻃﺮﺡ ﺗﺤﻘﻴﻖ (‬

‫ﺗﺤﻘﻴﻘﺎﺕ ﻋﻠﻤﻲ ﺭﺍ ﺑﺮ ﺍﺳﺎﺱ ﭼﮕﻮﻧﮕﻲ ﺑﺪﺳﺖ ﺁﻭﺭﺩﻥ ﺩﺍﺩﻫﻬﺎﻱ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻣﻲ ﺗﻮﺍﻥ ﺑﻪ ﺩﺳﺘﻪ ﻫﺎﻱ ﺯﻳﺮ ﺗﻘﺴﻴﻢ ﻛﺮﺩ ‪ :‬ﺍﻟﻒ ( ﺗﺤﻘﻴﻖ‬

‫ﺗﻮﺻﻴﻔﻲ ) ﻏﻴﺮ ﺁﺯﻣﺎﻳﺸﻲ ( ﺏ( ﺗﺤﻘﻴﻖ ﺁﺯﻣﺎﻳﺸﻲ‬

‫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 ‪:‬‬

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 ‫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 ﮔﺮﺩﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ‬

‫ﺍﺑﺰﺍﺭ ﺟﻤﻊ ﺁﻭﺭﻱ ﺍﻃﻼﻋﺎﺕ ﺩﺭ ﺍﻳﻦ ﺗﺤﻘﻴﻖ ‪ ،‬ﻣﻄﺎﻟﻌﺎﺕ ﻛﺘﺎﺑﺨﺎﻧﻪ ﺍﻱ ﺍﺳﺖ ‪.‬‬

‫ﭼﺎﺭﭼﻮﺏ ﻧﻈﺮﻱ ﺗﺤﻘﻴﻖ)ﻣﺪﻝ ﻣﻔﻬﻮﻣﻲ ﺗﺤﻘﻴﻖ(‬

‫ﭼﺎﺭﭼﻮﺏ ﻧﻈﺮﻱ ﻭﻳﺎ ﻣﺪﻝ ﻣﻔﻬﻮﻣﻲ ‪ ،‬ﺑﻨﻴﺎﻧﻲ ﺍﺳﺖ ﻛﻪ ﺗﻤﺎﻣﻲ ﭘﮋﻭﻫﺶ ﺑﺮ ﺁﻥ ﺍﺳﺘﻮﺍﺭ ﻣﻲ ﺷﻮﺩ ﺍﻳﻦ ﭼﺎﺭﭼﻮﺏ ﺷﺒﻜﻪ ﺍﻱ ﺍﺳﺖ ﻣﻨﻄﻘﻲ ‪،‬‬

‫ﺗﻮﺻﻴﻔﻲ ﻭ ﻣﺸﺘﻤﻞ ﺑﺮ ﺭﻭﺍﺑﻂ ﻣﻮﺟﻮﺩ ﺑﻴﻦ ﻣﺘﻐﻴﺮﻫﺎﻱ ﭘﮋﻭﻫﺶ ‪.‬‬

‫ﭼﺎﺭﭼﻮﺏ ﻧﻈﺮﻱ ﺍﻳﻦ ﺗﺤﻘﻴﻖ ‪ ،‬ﻣﺪﻝ ﻭ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﺗﺌﻮﺭﻳﻬﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺗﻮﺳﻂ ﺭﻳﭽﺎﺭﺩ ﺍﺳﻜﺎﺕ ‪1‬ﻣﻲ ﺑﺎﺷﺪ‪.‬‬

‫ﻣﺮﻭﺭﻱ ﺑﺮ ﻣﻔﺎﻫﻴﻢ ﻭ ﺗﻌﺎﺑﻴﺮ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫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

‫ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺍﺯ ﻧﻈﺮ ﺩﻳﻮﻳﺪ ﺩﺭ ﺟﺪﻭﻝ ﺯﻳﺮ ﺁﻣﺪﻩ ﺍﺳﺖ ‪:‬‬

‫ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ‬ ‫ﺗﺪﻭﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫ﻣﺪﻳﺮﻳﺖ ﺑﺮ ﻧﻴﺮﻭﻫﺎ ﺑﻪ ﻫﻨﮕﺎﻡ ﻋﻤﻞ‬ ‫ﻧﻴﺮﻭﻫﺎ ﻗﺒﻞ ﺍﺯ ﻋﻤﻞ ﻗﺮﺍﺭ ﻣﻲ ﮔﻴﺮﻧﺪ‬

‫ﺗﺎﮐﻴﺪ ﺑﺮ ﮐﺎﺭﺍﻳﻲ‬ ‫ﺗﺎﮐﻴﺪ ﺑﺮ ﺍﺛﺮ ﺑﺨﺸﻲ‬

‫ﻳﮏ ﻓﺮﺍﻳﻨﺪ ﻋﻤﻠﻴﺎﺗﻲ‬ ‫ﻳﮏ ﻓﺮﺍﻳﻨﺪ ﺫﻫﻨﻲ‬

‫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

‫ﺟﺪﻭﻝ‪_1‬ﺗﻤﺎﻳﺰﺍﺕ ﺑﻴﻦ ﺗﺪﻭﻳﻦ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ )ﻣﻨﺒﻊ ‪ :‬ﺩﻳﻮﻳﺪ ‪(1380،‬‬

‫‪1.W. Richard Scott ," Organizations : Rational , Natural , and Open Systems " , Prentic Hall , 1981 .‬‬
‫‪2.Fred R. David‬‬
‫‪4‬‬
 ‫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

‫ﻣﻌﻴﻦ ﻭ ﺑﺎ ﺗﺨﺼﻴﺺ ﻣﻨﺎﺑﻊ ﻣﺸﺨﺺ ‪ ،‬ﺍﻗﺪﺍﻡ ﻣﻲ ﺷﻮﺩ ‪.‬‬

‫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

‫ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻫﺎ ﻧﻘﺶ ﻣﻬﻤﻲ ﺍﻳﻔﺎﺀ ﻣﻲ ﻛﻨﻨﺪ) ﺍﻧﺪﺭﻭﺯ‪.(1980 ،‬‬

‫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

‫)ﺍﺳﺘﻴﺴﻲ ‪.(1381 ،‬‬

‫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 ‪:‬‬

‫ﺍﻟﻒ( ﻣﻬﺎﺭﺕ ﺗﻌﺎﻣﻞ ‪ :‬ﺗﻮﺍﻧﺎﻳﻲ ﺍﺩﺍﺭﻩ ﻛﺮﺩﻥ ﺍﻓﺮﺍﺩ ﻃﻲ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫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.‬‬

‫‪3.J.A. Pearce & R.B. Robinson‬‬

‫‪4.Kenneth R. Andrews‬‬
‫‪5.Ralf D. Stacy‬‬
‫‪5‬‬
 ‫ﺩ(ﻣﻬﺎﺭﺕ ﺳﺎﺯﻣﺎﻧﺪﻫﻲ‪ :‬ﺗﻮﺍﻧﺎﻳﻲ ﺍﻳﺠﺎﺩ ﻳﻚ ﺷﺒﻜﻪ ﺍﺯ ﺍﻓﺮﺍﺩ ﺩﺭ ﺳﺮﺗﺎﺳﺮ ﺳﺎﺯﻣﺎﻥ ﻛﻪ ﻣﻲ ﺗﻮﺍﻧﻨﺪ ﺑﻪ ﻫﻨﮕﺎﻡ ﺑﺮﻭﺯ ﻣﺸﻜﻞ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ‪ ،‬ﺑﻪ ﺣﻞ‬

‫ﺁﻥ ﻛﻤﻚ ﻛﻨﻨﺪ‪.‬‬

‫ﺍﺭﺍﺋﻪ ﻳﻚ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﻛﻠﻲ ﺍﺯ ﻧﮕﺮﺷﻬﺎﻱ ﻣﺨﺘﻠﻒ ﺩﺭ ﺍﺟﺮﺍﯼ ﺍﺳﺘﺮﺍﺗﮋﯼ‬

‫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

‫ﻣﺨﺘﻠﻒ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺍﺭﺍﺋﻪ ﺷﻮﺩ ‪.‬‬

‫ﺍﻟﻒ( ﺗﻘﺴﻴﻢ ﺑﻨﺪﻱ ﺍﺳﮑﺎﺕ ﺭﺍ ﺩﺭ ﺯﻣﻴﻨﻪ ﻫﺎﻱ ﻧﻈﺮﻳﻪ ﺳﺎﺯﻣﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ‬

‫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

‫ﻋﻘﻼﻳﻲ ﻭ ﺭﻓﺘﺎﺭ ﻃﺒﻴﻌﻲ ﺍﻧﺴﺎﻥ ﺍﺳﺖ ﺩﻳﺪﻩ ﻣﻲﺷﻮﻧﺪ‪) .‬ﺍﻟﻮﺍﻧﻲ‪(1379 ،‬‬

‫‪.‬ﺟﺪﻭﻝ ﺯﻳﺮ ﺗﻘﺴﻴﻢ ﺑﻨﺪﻱ ﭼﻬﺎﺭ ﮔﻮﻧﻪ ﺍﻱ ﺍﺳﮑﺎﺕ ﺭﺍ ﺩﺭ ﺯﻣﻴﻨﻪ ﻧﻈﺮﻳﻪ ﻫﺎﻱ ﺳﺎﺯﻣﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ ﻧﺸﺎﻥ ﻣﻲ ﺩﻫﺪ ‪.‬‬

‫ﻃﺒﻴﻌﻲ‬ ‫ﻋﻘﻼﻳﻲ‬ ‫ﺳﻴﺴﺘﻢ‬

‫ﻧﻈﺮﻳﻪ ﺭﻓﺘﺎﺭ ﻃﺒﻴﻌﻲ ﺑﺎ ﻧﮕﺮﺵ ﺑﺴﺘﻪ‬
‫)‪(1930-1960‬‬
‫ﻣﺎﻳﻮ )‪ ،(1945‬ﻛﺎﺗﺰ ﻭ ﺩﻳﮕﺮﺍﻥ )‪(1951‬‬
‫ﻣﻚ ﮔﺮﻳﮕﻮﺭ)‪(1960‬‬
‫ﻧﻈﺮﻳﻪ ﺭﻓﺘﺎﺭ ﻃﺒﻴﻌﻲ ﺑﺎ ﻧﮕﺮﺵ ﺑﺎﺯ‬
‫) ‪(1970-‬‬
‫ﻣﻲ ﻳﺮ ﻭ ﺭﻭﺍﻥ )‪ ،(1977‬ﻣﺎﺭﭺ ﻭ ﺍﻭﻟﺴﻮﻥ‬
‫)‪ ،(1976‬ﭘﻔﺮ ﻭ ﺳﺎﻳﺮﻳﻦ )‪(1978‬‬
‫‪+‬ﺟﺪﻭﻝ‪_3‬ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﻧﻈﺮﻳﺎﺕ ﺳﺎﺯﻣﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ ﺑﺮ ﺍﺳﺎﺱ ﻧﻈﺮ ﺍﺳﻜﺎﺕ )ﻣﻨﺒﻊ ‪ :‬ﺍﻟﻮﺍﻧﻲ‪(1379 ،‬‬
‫ﻧﻮﻉ ﺭﻓﺘﺎﺭ‬
‫ﻧﻈﺮﻳﻪ ﺭﻓﺘﺎﺭ ﻋﻘﻼﻳﻲ ﺑﺎ ﻧﮕﺮﺵ ﺑﺴﺘﻪ‬
‫)‪(1900-1930‬‬ ‫ﺑﺴﺘﻪ‬
‫ﺗﻴﻠﻮﺭ )‪ ،(1911‬ﻭﺑﺮ )‪،(1947‬‬
‫ﻓﺎﻳﻮﻝ)‪ ،(1949‬ﮔﻴﻠﻮ ﻟﻴﻚ)‪(1937‬‬
‫ﻧﻈﺮﻳﻪ ﻫﺎﻱ ﺭﻓﺘﺎﺭ ﻋﻘﻼﻳﻲ ﺑﺎ ﻧﮕﺮﺵ ﺑﺎﺯ‬
‫)‪(1960-1970‬‬ ‫ﺑﺎﺯ‬
‫ﺍﻭﺩﻱ)‪ ،(1959‬ﻭﻭﺩﻭﺍﺭ )‪ ،(1965‬ﭘﺮﻭ‬
‫)‪ ،(1967‬ﮔﺎﻟﺒﺮﻳﺖ )‪(1973‬‬

‫ﺏ( ﻧﮕﺮﺷﻬﺎﻱ ﻣﺨﺘﻠﻒ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺮ ﻣﺒﻨﺎﻱ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﺍﺳﮑﺎﺕ‬

‫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.‬‬

‫ﻃﺒﻴﻌﻲ ﺑﺎﺯ‬ ‫ﻃﺒﻴﻌﻲ ﺑﺴﺘﻪ‬ ‫ﻋﻘﻼﻳﻲ ﺑﺎﺯ‬ ‫ﻋﻘﻼﻳﻲ ﺑﺴﺘﻪ‬

‫‪ ( 1‬ﻧﮕﺮﺵ ﻋﻘﻼﻳﻲ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫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

‫ﺛﺎﺑﺖ ﺑﺎﻗﻲ ﻣﻲ ﻣﺎﻧﺪ‪.‬‬

‫‪ ( 2‬ﻧﮕﺮﺵ ﻃﺒﻴﻌﻲ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫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.‬‬

‫ﺭﻭﺵ ﻫﺎ ﻭ ﻣﺪﻟﻬﺎﻳﻲ ﺩﺭ ﺯﻣﻴﻨﻪ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫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

‫ﺝ( ﺗﺌﻮﺭﯼ ﻧﻘﺎﻁ ﻣﺮﺟﻊ ﺍﺳﺘﺮﺍﺗﮋﻳﮏ‬

‫ﺍﻟﻒ( ﻣﺪﻝ ﻣﺪﻳﺮﻳﺖ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻓﺮﺩ‪ .‬ﺁﺭ‪ .‬ﺩﻳﻮﻳﺪ‬

‫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

‫ﺍﻧﺴﺎﻧﻲ )ﺩﻳﻮﻳﺪ ‪. (1380 ،‬‬

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‫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

‫‪7. Balanced Scorecard‬‬

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 ‫ﺩﺭ ﺁﻥ ﺍﺷﺎﺭﻩ ﺷﺪ ﻛﻪ ﺷﺮﻛﺘﻬﺎﻱ ﻣﻮﻓﻖ ﺑﺮﺍﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻠﻜﺮﺩ ﺧﻮﺩ ﻓﻘﻂ ﺑﻪ ﺳﻨﺠﺶ ﻫﺎﻱ ﻣﺎﻟﻲ ﻣﺘﻜﻲ ﻧﻴﺴﺘﻨﺪ‪ ،‬ﺑﻠﻜﻪ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺳﻪ ﻣﻨﻈﺮ ﺩﻳﮕﺮ ﻧﻴﺰ ﻣﻮﺭﺩ‬

‫ﺍﺭﺭﺯﻳﺎﺑﻲ ﻗﺮﺍﺭ ﻣﻲ ﺩﻫﻨﺪ‪.‬‬

‫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

‫ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺗﺸﻜﻴﻞ ﻣﻲ ﺩﻫﻨﺪ)ﻛﺎﭘﻼﻥ ﻭ ﻧﻮﺭﺗﻮﻥ‪.(1383 ،‬‬

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‫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

‫ﮔﺮﻓﺘﻪ ﺷﺪﻩ‪ ،‬ﺍﺭﺯﻳﺎﺑﻲ ﻛﻨﻨﺪ‪ ،‬ﺑﺴﺘﮕﻲ ﺩﺍﺭﺩ‪.‬‬

‫‪8.Robert Kaplan‬‬
‫‪9. David Norton‬‬
‫)‪10. Strategic Reference Points theory (SRP‬‬
‫‪11. Benchmarking‬‬
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 ‫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

‫ﺯﻣﺎﻥ )ﮔﺬﺷﺘﻪ‪ ،‬ﺣﺎﻝ ﻭ ﺁﻳﻨﺪﻩ(‪ ،‬ﺑﻌﺪ ﺧﺎﺭﺟﻲ )ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺭﻗﺒﺎ ﻭ ﺫﻱ ﻧﻔﻌﺎﻥ(‬

‫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

‫ﺗﺎﻛﻴﺪ ﻭ ﺗﻤﺮﻛﺰ ﻣﻲ ﻛﻨﻨﺪ‪.‬‬

‫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

‫ﻫﻢ ﺍﺯ ﺁﻥ ﻧﺸﺎﺕ ﻣﻲ ﮔﻴﺮﺩ)ﺍﻋﺮﺍﺑﻲ ﻭ ﻣﻮﺳﻮﻱ‪.(1384 ،‬‬

‫ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺑﺮ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ‬

‫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

‫ﻓﻮﻕ ﺍﺷﺎﺭﻩ ﻛﺮﺩﻩ ﺍﻧﺪ)ﺍﻭﻛﻴﻮﻣﻮﺱ‪.(2003 ،‬‬

‫ﭼﺎﺭﭼﻮﺏ ﺩﻳﮕﺮﻱ ﻛﻪ ﺗﻮﺳﻂ ﭘﺘﻲ ﮔﺮﻳﻮ ﻭ ﻭﻳﭗ‪ (1999)21‬ﺍﺭﺍﺋﻪ ﺷﺪﻩ‪ ،‬ﺳﻪ ﻋﺎﻣﻞ ﺍﺭﺯﻳﺎﺑﻲ ﻣﺤﻴﻄﻲ‪ ،‬ﺭﻫﺒﺮﻱ ﻭ ﻫﺪﺍﻳﺖ ﺗﻐﻴﻴﺮﻭ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺑﻪ‬

‫ﻋﻨﻮﺍﻥ ﻋﻮﺍﻣﻞ ﻣﻮﺛﺮ ﺑﺮ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻌﺮﻓﻲ ﻣﻲ ﻛﻨﺪ ‪.‬‬

‫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،‬‬

‫ﺗﻤﺮﻛﺰ ﻭ ﻣﻜﺎﻧﻴﺰﻣﻬﺎﻱ ﻳﻜﭙﺎﺭﭼﻪ ﺳﺎﺯﻱ ﺭﺍ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻮﺛﺮ ﺩﺍﻧﺴﺘﻨﺪ ‪.‬‬

‫ﭼﺎﺭﭼﻮﺏ ﺩﻳﮕﺮﻱ ﺗﻮﺳﻂ ﻳﭗ‪ (1992) 24‬ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ ﭼﻬﺎﺭﻋﺎﻣﻞ ﺳﺎﺧﺘﺎﺭ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﻓﺮﻫﻨﮓ‪ ،‬ﻛﺎﺭﻛﻨﺎﻥ ﻭ‬

‫ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﻣﺪﻳﺮﻳﺘﻲ ﺭﺍ ﻣﻮﺛﺮ ﺩﺭ ﺍﺟﺮﺍﻱ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻲ ﺩﺍﻧﺪ ‪.‬‬

‫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

‫ﻧﻮﺑﻞ‪ (1999)31‬ﻣﺪﻝ ﺷﺶ ﻣﺮﺣﻠﻪ ﺍﻱ ﮔﺎﻟﭙﻴﻦ‪ ( 1997)32‬ﻣﺪﻝ ﺩﻩ ﻣﺮﺣﻠﻪ ﺍﻱ ﺩﻱ ﻓﻮ ﻭ ﺟﺎﻧﺴﻴﻦ‪(2001)33‬‬

‫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

‫ﻣﺸﺎﻫﺪﻩ ﻧﻤﻮﺩ ‪:‬‬

‫‪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 ،‬‬

‫‪ ËË‬ﻋﻼﻣﺖ ﺗﺎﮐﻴﺪ ﺑﻴﺸﺘﺮ‬ ‫‪Ë‬ﻋﻼﻣﺖ ﺗﺎﮐﻴﺪ ﮐﻤﺘﺮ‬

‫‪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

‫ﺑﺮﺭﺳﻲ ﮔﺮﺩﺩ ‪.‬‬

‫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

‫ﺩﺍﻧﺸﺠﻮﻳﺎﻥ ﻭ ﻣﺤﻘﻘﺎﻥ ﻗﺮﺍﺭ ﮔﻴﺮﺩ ‪.‬‬

‫‪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

‫ﺳﺎﻝ ﻫﺸﺘﻢ ‪ ،‬ﺷﻤﺎﺭﻩ ‪.48‬‬

‫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

‫ﺩﺍﻧﺶ‪ ،‬ﭼﺎﭖ ﺍﻭﻝ ‪.‬‬

‫‪ .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

‫ﻣﺪﻳﺮﻳﺖ ﺩﻭﻟﺘﻲ ‪ ،‬ﭼﺎﭖ ﺩﻭﻡ ‪.‬‬

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