چکیده:
Management research emphasizes the importance of the role of contingency factors in enhancing organizational performance. However, very few theoretical and empirical studies have been conducted regarding the factors affecting organizational performance in the public sector of Iran. This article is the result of research work in this regard, attempting to fill this scientific gap. A review of related research and interviews with experts using the Delphi approach led to the identification of fourteen contingency factors that influence the performance of military organizations. Subsequently, Importance-Performance Analysis (IPA), which is an effective tool for prioritizing performance characteristics based on the needs and expectations of experts and employees, as well as identifying organizational strengths and weaknesses, is employed. In this research, to increase the validity and applicability of the results obtained from the importance-performance analysis, experts and a number of employees are first interviewed based on demographic characteristics and their perception of the importance and performance of the effective criteria. Ultimately, a quantitative research method based on regression analysis and the DEMATEL method is designed to examine how these factors influence organizational performance in the form of implicit and explicit importance and performance, and to extract these effective contingency criteria in the form of a strategic model based on four quadrants using the importance-performance analysis approach. Then, for each quadrant separately, practical suggestions are provided considering the placed criteria.
خلاصه ماشینی:
67-87], government organizations were examined with an emphasis on a set of indicators, which ultimately resulted in 21 variables affecting organizational performance in Iran's public sector being confirmed by experts as follows: In this section, some of the most important ones are introduced: 1- Participation (prt); 2- Information Technology application (IT); 3- Performance evaluation (Eva); 4- Human Resource management (Hr); 5- Transformational leadership (Led); 6- Implementation of related information systems (Mis); 7- Meeting stakeholder expectations (Stk); 8- Guiding general policy (Pol); 9- Responsiveness (Res); 10- Knowledge management capacity (Km); 11- Strategic orientation (Str); 12- Continuous process improvement (Cpi); 13- Organizational technology level (Tec); 14- Result orientation (Res).
Table 3 Criteria affecting organizational performance in non-industrial research, extracted from the second round of the Delphi method questionnaire Row Criterion (Dimension) Researchers Operational Definitions 1 Meeting stakeholder expectations [5;6], expert opinion Meeting stakeholder expectations includes processes such as identifying and prioritizing stakeholders (directives of the Commander-in-Chief of the Armed Forces, senior managers, employees, the noble nation of Iran), and paying attention to their wishes and expectations 2 Alignment of performance with the directives of the Commander-in-Chief of the Armed Forces and general policies of non-industrial research expert opinion General alignment and compliance with the policies of non-industrial research and higher headquarters, especially proactive response towards increasing deterrence power, and aligning performance with the directives and guidelines of the Commander-in-Chief of the Armed Forces 3 Strategic orientation [2;5] How strategy is applied in the organization to adapt or change with environmental conditions and aspects 4 Knowledge management [5;12, pp.
(
, 
, 
)
