Barriers Influencing Organizations in Developing Country Not Appling Updated Strategic Management Techniques: A Case Study of Iran

Nima Noohpishe, Elham Taghizadeh


Although the advantages of utilizing enhanced strategic management tools have already been demonstrated in developing countries; but applying them for decision-making is still a challenge in practice for managers. In this study, we investigated why strategists and managers were not willing to apply these tools. In this paper, the Q statistical method was employed to define the barriers influencing not using these methods and to determine in Iran and how the managers’ attitudes affected the outcomes. The study enrolled 43 strategists who were managers with high education levels. From secondary sources, we selected 68 Q statements from which 43 final Q statements were chosen by six strategic management experts. Following a binding algorithm, the participants sorted the Q statements. Utilizing factor analysis, the managers identified twelve main reasons (mental patterns) for lack of implementing new advanced strategic techniques in organizations. For instance, the study finds that most Iranian firms have a willingness to preserve traditional attitudes because they are disappointment with new tools; Some indicated that there is a lack of access to a successful model and resources. The finding this study, help strategist and managers to better understand how their attitudes and can affect the firm performance, and then follow the best strategy to improve their performance.

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Journal of Management and Strategy
ISSN 1923-3965 (Print)   ISSN 1923-3973 (Online)


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