The present study uses a review of the literature and the views of tourism and management professors and experts in order to the identification of organizational intelligence elements in tourism management (STO) for the first time. The census method was used to determine the research sample and the Delphi technique was used to design the questionnaire. Construct divergence was then used to determine the validity and reliability of the questionnaire. The final results indicated that providing e-services for tourists had the greatest impact on the development of STO (loading factor: 0.677). Moreover, New Tourism Marketing Methods (NTMM) had the least effect on the development of STO (loading factor: 0.431). Overall, the most important achievement of the present research is introducing the concept of STO in tourism management.
Strategic assessment of the organizational performance in the industrial environment is one of the primary and essential prerequisites for developing improvement plans in organizations. This issue is so crucial that one of the on-going affairs in the organizations is to identify the weakness and strength points. One of the effective models for assessing the organizations performance is balance scorecard (BSC) model, which examines all the aspects of an organization. The proposed study of this paper investigates the existing strategic objectives in the strategy map of a pipe company located in city of Shiraz, Iran. The proposed study of this paper designs a questionnaire and distributes it among 31 managers, 94 regular employees and 110 customers of this firm for the fiscal year ended 2011. The results of our study indicate that the firm could reach 41.4% of its financial objectives, 87.38% of its customers' requirements, 66.13% of internal processes and 70.94% of its learning necessities according to four major BSC requirements. In summary, the firm could reach 66.45 % of its requirements during the fiscal year of 2011.
Performance evaluation is one of manager's main concerns in today competitive world, which covers all aspects and dimensions of organization and it is adequately flexible and measurable. So, the necessity of performance evaluation application for organizations where their intangible assets are higher than tangible ones, such as educational institutions, is more obviously observed. Balanced scorecard (BSC) is discussed by the aim of promoting manager's decision making and directing their attention toward extensive operational vision of organization compared to traditional measurement systems, which only include the financial measures. However, BSC is a qualitative approach and has some disadvantages and its integration by other quantitative techniques such as data envelopment analysis makes it more efficient. The proposed model of this paper uses DEMATEL technique as part of BSC-DEA model to empower strategic planning. The proposed model of this paper is applied for 10 zone university branches of Islamic Azad universities to provide an appropriate road map.
During the past two decades, there have been some concerns on application of multiple criteria decision making on prioritizing production planning. In this paper, we present an empirical investigation to use Technique of ranking by similarity by positive ideal solution (TOPSIS) for ranking various alternatives productions in an Iranian firm in Faucet industry named Irandoosh. The proposed study uses fuzzy numbers to handle uncertainty and using five criteria of profitability, life cycle, quality, social issues and production capacity, analytical hierarchy process is employed to rank various alternatives and then rank different products based on TOPSIS technique
This paper presents an empirical investigation to measure the performance of a mining firm in province of Semnan, Iran based on balanced scorecard (BSC). The proposed study investigates the present status of the case study in terms of four BSC perspectives including internal process, learning and growth, customer and financial figures. The firm uses BSC for one year and after that, we compared the performance of the firm prior and after BSC implementation. The preliminary results indicate that the firm was able to make a 30% improvement on its performance after one-year implementation of BSC. In other words, the firm was able to make 59% improvement on learning and growth, 33% growth on internal process, 32% growth on customer and 21% improvement on financial figures.
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