Seved Mohammad A'arabi; Rahim Abedi
Volume 8, Issue 19 , December 2010, , Pages 239-277
Abstract
This paper aims at studying the strategic alignment among business strategy, financial strategy, investment strategy, financing strategy, dividend strategy, and working capital strategy based on a comprehensive model (based on strategic reference points - SRP's). The comprehensive model is based on process ...
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This paper aims at studying the strategic alignment among business strategy, financial strategy, investment strategy, financing strategy, dividend strategy, and working capital strategy based on a comprehensive model (based on strategic reference points - SRP's). The comprehensive model is based on process view in strategic management were implementation is a function of formulation (focus internal or external - SRP1) and control (low or high - SRP2). In this paper at first we identify typologies of business, financial and subsystem strategies based on SRP's, and then study the relationship among these strategies. Survey research strategy used in this study. 273 Tehran Exchange Production Companies were selected for statistical population and 67 Companies included in statistical population have collaborated in this research. Types of business, financial and subsystem strategies calculated for 67 Companies in 2008. Measurement tools were questionnaire, interviewing and financial statements analyses. Descriptive statistical methods are used for data gathering. Analytical statistical methods, parametric and nonparametric were used for data analyses. The results show that, external (vertical) alignment between financial strategy and business strategy, internal (vertical) alignment between financial and subsystem or functional strategies, internal (horizontal) alignment between financial subsystem strategies and external (vertical) alignment between financial subsystem strategies and business strategy and interaction among these strategies affect the performance (ROA). The results reveal that, those companies with higher rate of alignment enjoy better performance (ROA) than those with average or lower alignment.
Hasan Ghasemi; Seyed Mohammad A’arabi; NabiAllah Dehghan
Volume 6, Issue 17 , September 2007, , Pages 75-105
Abstract
This paper is consequence of field survey that is done for studying the effect of alignment between international marketing strategy and organizational contextual dimensions and international marketing subsystems on export performance of engineering and technical services firms.
The statistical population ...
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This paper is consequence of field survey that is done for studying the effect of alignment between international marketing strategy and organizational contextual dimensions and international marketing subsystems on export performance of engineering and technical services firms.
The statistical population is engineering and technical services exporter firms that is selected 41 firms as statistical sample by judgment sampling of nonprobability sampling methods. This sample covers 95 percent of Iranian engineering and technical services export. The results illustrate the internal and external alignment variables affect export performance of engineering and technical services firms, separately and mutually. Also, the results show that the effect of internal alignment is more than the effect of external alignment. In addition, the research quantitative model come from multiple stepwise regression analysis displays that the portion of internal alignment variable in predicting export performance is .225, but the portion of external alignment variable is .162 that this result appreciated the more effect of internal alignment on firms export performance.
