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Defining strategic processes in investment companies An exploration study in Iranian Investment Companies

机译:定义投资公司的战略流程伊朗投资公司的勘探研究

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Purpose - The purpose of this paper is to define the strategic processes or processes with strategic nature of investment companies (ICs). This goal is achieved by proposing a methodology for selecting strategic processes among the processes of ICs based on the Balanced Scorecard (BSC) framework and the statistical analysis.rnDesign/methodology/approach - Ten leading Iranian Investment Companies (ICs) were selected whose processes represented those in the field. Through administration of a questionnaire, the processes under study were ranked based on their degree of contribution to the IC's strategy. Findings - This paper defines the common ICs' processes based on surveying the literature review. By using the Balanced Scorecard (BSC) framework, ICs are able to define the processes which are critical in achieving organizations' objectives. These processes are ranked based on company strategy using a statistical survey which finally leads to defining strategic processes. Determining strategic processes in business process reengineering (BPR) is of great importance owing to time and budget limitations.rnResearch limitations/implications - This research is based on multi case studies. It therefore has its limitations which should be taken into consideration in interpreting and/or generalizing the results obtained from the study. The paper is partially based on previous findings of a literature review. Furthermore, the strategy considered in this study is a competitive one and the strategic processes are chosen according to this strategy which can be changeable. In interpreting the result, these limitations should be kept in mind.rnOriginality/value - Defining the strategic processes for ICs helps them to allocate their resources to the processes which directly contribute to the company's strategic goal. This paper builds a portfolio of ICs' processes highly related to organization strategic goals. Therefore, these processes are the appropriate candidate in BPR project investment.
机译:目的-本文的目的是定义战略流程或具有投资公司(IC)战略性质的流程。该目标是通过提出一种基于平衡计分卡(BSC)框架和统计分析在国际投资公司流程中选择战略流程的方法来实现的.rn设计/方法/方法-选择了十家领先的伊朗投资公司(IC),其流程代表那些在现场。通过问卷调查,根据研究过程对IC策略的贡献程度对其进行排名。调查结果-本文根据对文献综述的调查,定义了通用集成电路的流程。通过使用平衡计分卡(BSC)框架,IC可以定义对于实现组织目标至关重要的流程。使用统计调查根据公司战略对这些流程进行排名,最终导致定义战略流程。由于时间和预算的限制,确定业务流程再造(BPR)中的战略流程非常重要。研究限制/启示-本研究是基于多案例研究的。因此,它具有其局限性,在解释和/或归纳从研究中获得的结果时应考虑到它的局限性。本文部分基于文献综述的先前发现。此外,本研究中考虑的策略是一种竞争策略,并且根据该策略选择可以更改的策略过程。在解释结果时,应牢记这些局限性。原始性/价值-定义IC的战略流程可帮助他们将资源分配给直接有助于公司战略目标的流程。本文构建了与组织战略目标高度相关的IC流程组合。因此,这些流程是BPR项目投资中的合适人选。

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