نوع مقاله : پژوهشی
نویسندگان
1 بخش مدیریت / دانشکده اقتصاد، مدیریت و علوم اجتماعی / دانشگاه شیراز / شیراز / ایران
2 دانشجوی کارشناسی ارشد رشته مدیریت کسب و کار گرایش فناوری دانشگاه تهران
3 کارشناسی ارشد مدیریت بازرگانی، دانشگاه شیراز
چکیده
کلیدواژه‌ها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
Introduction
The Islamic Republic, like any other system, has elements and components that distinguish it from other systems. Jihadi management is one of these elements. However, the concept of jihadi management is still vague for internal researchers and there are many controversies regarding this concept. Therefore, this research was carried out with the aim of providing a strategic framework of jihadi management using the concepts raised in business management theories.
Methodology
The current research is considered a qualitative research from the point of view of the implementation process (type of data) because it collects information and describes jihadi management in the context of business management theories. Therefore, due to the quality of the research data, the research has an abstract nature. From the point of view of the implementation result, it is also an applied research, and from the point of view of the implementation goal, it is also a descriptive research. In this research, the interview tool is used to collect data. The data has been collected through interviews with professors and activists in the field of business management and jihadi management. Then the desired themes and meanings were extracted from the data and the phenomenological method was used. The studied community is senior managers of organizations, managers and leaders of jihadi groups and management professors. And the sample is selected purposefully available.
findings
By examining the interviews and extracting the explanatory codes to merge and unify similar codes and remove duplicate codes, the type of problem solving thinking in 11 concepts and 3 categories, setting goals in 7 concepts and 2 categories, setting people's relationships in 6 concepts and 2 categories, setting processes Cognitive in 10 concepts and 3 categories, improving processes in 8 concepts and 2 categories, improving productivity in 6 concepts and 2 categories and creating sustainable competitive advantages in 3 concepts and 1 category were extracted. Then, with document analysis, the components identified in each strategic process in jihadi management were tracked and the corresponding and related concepts in business management science were extracted.
Conclusion
In relation to problem-solving thinking and lateral thinking, it can be said that what is considered as problem-solving approaches in Jihadi management is a type of lateral thinking. Therefore, it seems that combining jihadi management with lateral thinking can help in achieving the ideals of jihadi management. Jihadi manager must be creative and have a problem solving perspective. A result-oriented and goal-oriented view, a view that underestimates the problems of the path and works effectively without the effect of obstacles in achieving the goal. In relation to the effective setting of goals in jihadi management and the convergence of values as one of the business management theories, it can be concluded that the setting of goals in jihadi management is better in such a way that both individual values It should include the organizational goals and the main goals should be based on the common goals of the employees. Regarding the cognitive processes in jihadi management and social identity and paying attention to the characteristics of the concept of jihadi management and the results of the interview, it seems that jihadi management and its implementation will not be possible without considering social identity. In relation to the improvement of processes and continuous improvement and the results presented in the interview, it seems that achieving a suitable jihadi management approach is to pay attention to continuous improvement in the subject under jihadi management. That is, a process look at the formulated vision and operationalization of the processes, formulation of standards for these operational processes and dynamics in order to improve the processes. These standards must be developed in all dimensions required by each process.
کلیدواژه‌ها [English]
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