مدلی برای تفکر استراتژیک در صنعت غذایی ایران(مورد مطالعه؛ پسته)

مقدمه: امروزه با وجود محیط متلاطم و پیچیده کسب‌وکارها، توسعه تفکر استراتژیک به یکی از عوامل مهم کسب مزیت رقابتی پایدار در سازمان‌ها تبدیل شده است؛ به‌طوری که به‌کارگیری آن توسط مدیران منجر به افزایش عملکرد سازمانی و بهبود شرایط رقابتی آن‌ها می‌شود. پژوهش حاضر درصدد شناسایی عوامل موثر بر توسعه تفکر استراتژیک در صنعت پسته ایران و ارائه مدل ساختاری-تفسیری این عوامل است.روش‌: این پژوهش از نظر هدف کاربردی و از نظر گردآوری اطلاعات کیفی-کمی است. در بخش کیفی، ابتدا با مطالعه ادبیات تحقیق و سپس مصاحبه با 18 تن از خبرگان صنعت، عوامل موثر بر توسعه تفکر استراتژیک در صنعت پسته ایران استخراج گردید و به تایید خبرگان رسید. در بخش کمی پرسشنامه‌ای‌ بین خبرگان توزیع گردید و پس از تکمیل و انجام مراحل روش ism مدل ساختاری-تفسیری عوامل استخراج گردید.نتایج: بر اساس یافته‌های این پژوهش، این عوامل در 61 کد باز، 11 مولفه و 3 مقوله اصلی شامل بعد توسعه فردی مدیران، بعد تحولات ساختاری و حکمرانی و بعد تحولات محیطی دسته‌بندی و ارائه شدند و بر اساس نتایج ism در سه سطح طبقه‌بندی شده‌اند.بحث و نتیجه‌گیری: نتایج نشان می‌دهد بُعد توسعه فردی مدیران در بالاترین سطح و دارای تاثیرپذیری بالا و بیشترین وابستگی، بُعد تحولات ساختاری و حکمرانی در سطح میانی و بُعد تحولات محیطی در پایین‌ترین سطح و دارای تاثیرگذاری بالا و کم‌ترین وابستگی است که باید در اولویت مدیران قرار گیرد.

a model for strategic thinking in iran’s food industry (case study: pistachio)

aim and introduction: today, amid a turbulent and complex business environment, organizations face the challenge of obtaining a sustainable competitive advantage, making it a top priority. therefore, developing certain skills within the organization can lead to a sustainable competitive advantage. factors such as technology cannot guarantee the long-term success of an organization or create a sustainable competitive advantage, as they can be easily imitated by competitors. but some skills, such as strategic thinking, are not easily replicated by competitors. strategic thinking is an inimitable skill that, when utilized by managers, can enhance their analytical and intuitive decision-making abilities. this skill can assist them in overcoming challenges in a competitive environment. strategic thinking is a skill that helps managers to engage in creative, forward-looking, and systematic thinking. therefore, according to iran’s business environment, the development of this skill is a requirement for industrial managers. iran’s pistachio is one of the country’s major export items, consistently holding the largest share in iran’s non-oil export portfolio and contributing significantly to the country’s foreign currency earnings. in this regard, the current research aims to identify the factors that influence the development of strategic thinking in iran’s pistachio industry and provide a structural-interpretive model of these factors.methodology: this research is practical in terms of its purpose and in terms of gathering qualitative and quantitative information. the statistical population consists of all experts in the pistachio industry in iran. to conduct this research, the first step involved studying the existing research literature and then conducting interviews with 18 industry experts. through this qualitative approach, the factors influencing the development of strategic thinking in iran’s pistachio industry were identified and validated by the experts. in the quantitative part, a questionnaire was distributed among the experts to compile the ssim matrix. after completing the steps of the ism method, the initial and final reachability matrix was extracted. then, based on the final reachability matrix, the research components were categorized, and the structural-interpretive model of the factors was finally extracted. also, micmac analysis was presented based on the variables of influence and dependence.findings: based on the findings of this research, the factors influencing strategic thinking in the pistachio industry were categorized and presented in 61 open codes, 11 components, and 3 main categories. furthermore, the results of ism analysis have classified these factors into three levels. appropriate organizational structure and effective governance, robust domestic and global marketing and advertising strategies, technological advancements and innovation in the industry, and the cultivation of skilled and dedicated human resources are key factors in driving organizational development and transforming the governance practices of beneficiary organizations. domestic and international competition, as well as the political and legal conditions of the country, are categories related to environmental changes and opportunism. on the other hand, the development of intuitive thinking, the creation of a scientific attitude, the development of a strategic perspective, the acquisition of strategic management knowledge, and the development of systemic thinking are categories related to the personal development of managers. the results indicate that the dimension of personal development of managers is at the highest level and has a significant influence and the greatest dependence.