Seiied Javad Hosseini Kkouhsari; Mohammad reza Mashayekh; Jamshid Salar; Seyed Mohammad Baqeri
Abstract
Skilled human capital as an intangible asset is the main motivator of a knowledge-based economy. The purpose of this study is to develop a model for the effectiveness of eight components of skill, experience, mentality, implicit knowledge, culture, tradition, religion, and attitude on the flourishing ...
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Skilled human capital as an intangible asset is the main motivator of a knowledge-based economy. The purpose of this study is to develop a model for the effectiveness of eight components of skill, experience, mentality, implicit knowledge, culture, tradition, religion, and attitude on the flourishing of human resources to achieve a knowledge-based economy. The method of this research was descriptive and the research tools were the Delphi method and hierarchical analysis process, respectively, and in terms of research type, it is an exploratory-applied study including quantitative and qualitative research methods. According to the findings of this research, the main research hypothesis (Flourishing human capital is a key factor in achieving a knowledge-based economy; the future of the world economy goes through a knowledge-based economy, and the way to achieve a resilient and endogenous economy is a knowledge-based economy) and the research sub-hypotheses (factors of skill, experience, mentality, implicit knowledge, culture, tradition, religion, and attitude are effective in the flourishing of human capital) were confirmed by experts. The results of the final statistics extracted in this study indicate that from the point of view of experts, the components of implicit knowledge, culture, religion, tradition, skills, experience, mentality, and attitudes have the greatest impact on the flourishing of human capital, respectively.
General Management
Siadat Saeedeh; Mohammad Taghi Amini; Mohamma Mehdi Parhizgar; jamshid salar
Abstract
Nowadays, competition in various business environments requires confrontation with plenty of opportunities and challenges. It is therefore necessary for the managers to apply some strategic control model for the purpose of predicting, effective strategic guidance of the organization as well as timely ...
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Nowadays, competition in various business environments requires confrontation with plenty of opportunities and challenges. It is therefore necessary for the managers to apply some strategic control model for the purpose of predicting, effective strategic guidance of the organization as well as timely control and response to the movements of the rivals and environmental developments. Such a strategic control model should be able to turn the strategic control to a continuous, internal and ongoing stream in addition to guaranteeing the survival of the organization and realization of the organizational goals. The present research is an attempt to explain the pattern of strategic control with a self-control approach using qualitative research method and grounded theory. Data sampling has been made using purposeful and snowball sampling methods. Semi-structured interviews have been used as the tool for gathering data and data analysis has been carried out using grounded theory paradigmatic model. The results confirm that the main category is "implementation of strategic control in the organization with an internal look at strategic control (self-control)" which has been developed by the causal factors and a set of contextual and intervening elements that lead to two main organizational and individual outcomes through strategies.
