MABENA Strategic Management Model for Local Companies

MABENA model is a complementary model in comparison with traditional models such as HCMS, CMS and etc. New factors, which have effects on preparation of strategic plans and their sequential order in MABENA model is the platform of presented road map in this paper.Study review shows, factors such as emerging new critical success factors for strategic planning, improvement of international strategic models, increasing the maturity of companies and emerging new needs leading to design a new model which can be responsible for new critical factors and solve the limitations of previous strategic management models. Preparation of strategic planning need more factors than introduced in traditional models. The needed factors includes determining future Critical Success Factors and competencies, defining key processes, determining the maturity of the processes, considering all aspects of the external environment etc. Description of aforementioned requirements, the outcomes and their order is developing and presenting the MABENA model-s road map in this paper. This study presents a road map for strategic planning of the Iranian organizations.

Authors:

• Kaveh Mohammad Cyrus
• Shadi Sanagoo

Keywords:

• Competitive Advantage
• Process Maturity
• StrategicPlanning
• Strategic potential

References:

[1] Kaveh. M. Cyrus; S. M. Moattar Hosseini; A. Seifi; "Strategic Plan-s
Road Map for Iranian Companies", Amirkabir Journal of Science and
Technology (2006),
[2] Hamid Tohidia , Aida Jafarib, Aslan Azimi Afsharb, "Strategic planning
in Iranian educational organizations", Procedia Social and Behavioral
Sciences (2010),
[3] Arash Najmaeii ,Macquarie Graduate School of Management, Sydney,
Australia, "STRATEGIC MANAGEMENT OF STRATEGIC
INNOVATION",(2010)
[4] Javier Garc─▒'a Guzma'n, Hugo A. Mitre, Antonio Amescua, Manuel
Velasco," Integration of strategic management, process improvement and
quantitative measurement for managing the competitiveness of software
engineering organizations", Springer Science, (2010)
[5] Serkan Tu┬¿ rkeli, Mehmet Erc┬©ek," Designing a Capability-Focused
Strategic Management Model for a Turkish Public Hospital: Learning
from Failure",(2010)
[6] Maia Diaz-Liy a, Félix Garcia b, Mario Piattini, "MIS-PyME software
measurement capability maturity model - Supporting the definition of
software measurement programs and capability determination",(2010).
[7] Haryanto Tanuwijaya1 and Riyanarto Sarno, "Comparation of CobiT
Maturity Model and Structural Equation Model for Measuring the
Alignment between University Academic Regulations and Information
Technology Goals",(2010).
[8] Rogier van de Wetering ┬À Ronald Batenburg Reeva Lederman,
Evolutionistic or revolutionary paths? A PACS maturity model for
strategic situational planning,(2010).
[9] Fran Ackermann and Colin Eden, "Strategic Management of
Stakeholders: Theory and Practice", (2010), Elsevier
[10] Stead, W.E.; STRATEGIC DECISION MAKING AND THE
ENVIRNOMENTS, Sage Publications, 1996.
[11] Environmental Scanning; "THE BETTER MANAGEMENT
PRACTICES", Council on the Cost and Quality of Government, NSW
Premier-s Department, www.ccqg.nsw.gov.au, May 2004.
[12] Zon M.R.; "CORPORATE SOCIAL RESPONSIBILITY, EFQM
EXCELLENCE MODEL", University of ULSTER, www.ulster.ac.uk,
2001.
[13] Härje F.; "MANAGEMENT QUALITY AND THE GOOD WORKPLACE",
Knowledge- Base Web- Directory, www.themanager.org,
February 2004.
[14] Härje F.; "MANAGEMENT QUALITY AND LEARNING
ORGANIZATIONS", Knowledge- Base Web- Directory,
www.themanager.org, 2001.
[15] Finalay, P.N.; STRATEGIN MANAGEMENT: AN INTRODUCTION
TO BUSINESS AND CORPORATE STRATEGY", Pearson Education,
2000.
[16] Weiss J.W.; BUSINESS ETHNICS: A STAKEHOLDERS AND
ISSUES MANAGEMENT APPLICATIONS, Southwestern
Publications, 2002.
[17] Frost, F.; GENERIC PROMOTION OF DAIRY PRODUCTS: A
STAKEHOLDER PERSPECTIVE, School of marketing. Curtin
university of Technology, 2001.
[18] Mintzberg, H.; "STAKEHOLDER MANAGEMENT", Dagmar Recklies,
www.themanager.org, April 2001.
[19] Marr J.W. & Walker, S.; STAKEHOLDER POWER, Perseus Books
Group, 2001.
[20] Kelsey, K. D.; "WHO ARE YOUR STAKEHOLDERS?" AGED 6224,
Lesson4, 2002.
[21] Bryson, J.M. & Bromiley, P.; "CRITICAL FACTORS AFFECTING
THE PLANNING AND IMPLEMENTATION OF MAJOR
PRODUCTS", Strategic Management Journal 14, no. 5, July 1993.
[22] Freund, Y.; "CRITICAL SUCCESS FACTORS", Planning Review 16,
no. 4, July- August 1998.
[23] Chrusciel, D. & Field, D.W.; "FROM CRITICAL SUCCESS FACTORS
INTO CRITERIA FOR PERFORMANCE EXECELLENCE", The
Official Electronic Publication of National Association of Industrial
Technology, 2001.
[24] Caralli, R.A; "THE CRITICAL SUCCESS FACTOR METHOD:
ESTABLISHING A FOUNDATION FOR ENTERPRISE SECURITY
MANAGEMENT", July 2004.
[25] Recklies, O.; "VISION AS KEY FACTOR IN MERGER PROCESSE
S", Oliver Recklies, www.themanager.org, May 2001.
[26] Jacqueline Coolidge, Marc Meunier, Eric Klein; "Caution: Dashboards
and Scorecards Are Highly Addictive", AMR Alert,
http://www.corvu.com, January 6, 2005.
[27] "Guidelines for Implementing Balanced Scorecard", QPR, Feb 2004.
[28] Robert S. Kaplan, David P. Norton; "The Balanced Scorecard: Measures
That Drive Performance", HBR On Point Enhanced Edition, 1998.
[29] Kaplan R. S. and Norton D. P.; "The balanced scorecard: measures that
drive performance", Harvard Business Review Jan- Feb 1992.
[30] Robert S. Kaplan, David P. Norton; "The Balanced Scorecard:
Translating Strategy into Action", Harvard Business School Pr,
September 1996.
[31] American productivity and quality center, planning, organizing, and
managing benchmarking activities; "A USER GUIDE", Houston (1992).
[32] Javidan, M.; "CORE COMPETENCY: WHAT DOES IT MEAN IN
PRACTICE?", Long Range Planning, Vol. 31, No1, (1998).
[33] Coyne, K.P. & Hall, S.JD. & Clifford, P.G.; IS YOUR CORE
COMPETENCY A MIRAGE?, Mckinsey Quarterly. (1): 40-54. 1997.
[34] Amit, R. & Schoemaker, P.J.H.; "STRATEGIC ASSET AND
ORGANIZATIONAL RENT", Strategic Management Journal Jan,
(1993).
[35] Alexandros Papalexandris, George Ioannou_ and Gregory P. Prastacos,
"Implementing the Balanced Scorecard in Greece: a SoftwareFirm-s
Experience", Elsevier (2004)
[36] Andrew Spanyi, "Beyond Process Maturity to Process Competence"
(2004)
[37] Hassan Danaee Fard & Asghar Moshabbaki & Tayebeh Abbasi & Akbar
Hassanpoor, "Strategic Management in the Public Sector: Reflections on
It-s Applicability to Iranian Public Organizations",( 2010)
[38] Kathleene. Voelker, Jonathon S. Rakich, and G. Richard French, "The
Balanced Scorecard in Healthcare Organizations: A Performance
Measurement and Strategic Planning Methodology",(2001).
[39] M. D. Nayeri, M. M. Mashhadi, and K. Mohajeri, "Universities Strategic
Evaluation Using Balanced Scorecard", (2008).
[40] A. Saghaei, R. Ghasemi, "Using Structural Equation Modeling in Causal
Relationship Design for Balanced-Scorecards' Strategic Map",(2009).