Designing a Strategic Renewal Model for Development of Organizations in Iran based on the Professional Identity of Managers (Case Study: The State-owned Companies of IDRO)

Document Type : Research Paper


1 PhD Candidate, Department of Public Administration, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran.

2 Assistant Prof., Department of Business Management, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan. Iran.

3 Prof., Department of Public Administration, Faculty of Economic and Administrative Sciences, Lorestan University, Lorestan, Iran.

4 Prof., Department of Industrial Management, Faculty of Management and Accounting, Tarbiat Modares University, Tehran, Iran.


Dealing with internal and external changes and complexities, requires the ability of organizations to create and reconfigure their capabilities. In this regard, strategic renewal, which seeks to coordinate and adapt internal and external capabilities, requires managers with new professional identities who are compatible with the new direction of the organization. The present study aimed to design a strategic renewal model based on the professional identity of managers of development organizations in Iran.
This is qualitative research and is based on data theory. The required data were collected by conducting semi-structured interviews and analyzing the data by the Strauss-Corbin method. The sampling was done theoretically, using purposive and snowball techniques, based on which 22 interviews were conducted with former and current professors and managers of state-owned companies of IDRO.
The results obtained from interview analyses, during the open, axial, and selective coding process, led to the presentation of a strategic modernization model based on the data processing theory of the foundation, including 6 categories and 40 concepts.
Based on the strategic renewal model, middle and senior managers achieve an acceptable level of strategic renewal by understanding and identifying the causal factors affecting strategic modernization in state-owned companies and improving the underlying conditions. They can use strategies such as "strengthening the capabilities of the organization", "changing their mental models", "strategic agility", "developing macro-strategic policies", "designing flexible organizational structures", "empowering human resources", "conducting customer analysis", "developing professional competencies", "changing corporate governance orientation", and "developing strategic communications" in order to achieve an acceptable level of strategic renewal, taking into account the conditions of the interventionist.


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