Investigating the Relationship between Strategic Management Barriers and Their Familiarity and Use in Imam Reza Hospital

Document Type : Original Article


1 Master of Executive Management, Strategic Orientation, Tehran University of Science and Research, Iran

2 Master of Business Management, Financial Orientation, Khazar Institute, Mahmoudabad, Mazandaran, Iran.


Nowadays planners have come to the conclusion. Given the dramatic and accelerating transformations of the world, it cannot be expected by just a relatively long-term planning, so they are turning to strategic management to determine the optimal horizons of the future of their organization. Developing and implementing appropriate strategies and then ensuring the success of the organization by appropriately assessing the strategies. Based on this necessity, in this research, the study of the relationship between strategic management barriers and its familiarity and use in Imam Reza (AS) - Amol Hospital has been studied and researched. The research method was descriptive-survey and our statistical population was 146 according to Morgan's table. Then, 110 questionnaires were prepared and divided into statistical samples and 100 questionnaires were returned. Validity of the questionnaire has been evaluated through content validity review. Reliability is also obtained by calculating the alpha coefficient in the final implementation of 93/0. In this research, 10 research hypotheses have been presented and descriptive and inferential statistics have been used for data analysis. Data were analyzed using mean, standard deviation and standard deviation and inferential data analysis using Chi-square and Mann-Whitney U tests using KM tests. Statistical analysis was performed using the SPSS program at the level of 0.05. The findings of the research indicate that there are strategic management barriers in Imam Reza Hospital, and the level of familiarity of managers with the strategic planning, implementation and evaluation components is at the optimal level, the extent to which managers use the components of the planning process and The implementation process is at a desirable level, and only the amount of managers using the component of the strategic assessment process is not at the optimal level.


Abraham, S. (2005). Stretching Strategic Thinking. Strategy and Leadership, 33 (5): 5-12.
Andrews, K. R. (1971). The Concept of Corporate Strategy. Homewood, Illinois: Dow Jones-Irwin.
Andrews, K.R. (1980). The   Concept of Corporate Strategy. Homewood, IL: Richard Irwin.
Ansoff, I (1991). Critique of Henry Mintzberg’s the Design School: Reconsidering the basic premises of strategic management. Strategic Management Journal, 12: 449-461.
Avolio, B. & Bass, B. (2004). Multifactor Leadership Questionnaire.
Pisapia, J., Pang, N., Hee, T., Lin, Y., & Morris, J. D. (2009). A Comparison of the Use of Strategic Thinking Skills of Aspiring School Leaders in Hong Kong, Malaysia, Shanghai, and the United States: An Exploratory Study. International Education Studies, 2(2): 46-58.
Pisapia J., Reyes-Guerra, D., & Coukos-Semmel, E. (2005). Developing the leader's strategic mindset: Establishing the measures. Leadership Review, 1(5): 41-68.
Pisapia, J. & Glick-Cuenot, S. (2010). Strategic Thinking Skills and Undergraduate Student Academic Success. Paper presented to the 4th Conference of the American Institute of Higher Education. Williamsburg, Va. USA.
Stacey, R (1992). Managing Chaos, Dynamic Business Strategies in an Unpredictable World. London: Kogan Page.
Stamp, G. (1981). Levels and types of managerial capability. The Journal of Management Studies, 18 (3): 277-297.
Starbuck, W. & Milliken, F. (1988). Challenger-Fine-Tuning the Odds until Something Breaks. Journal of Management Studies, 25(1): 319-340.
Stumpf, S. A. (1989). Work experiences that stretch manager’s capacities for strategic thinking. Journal of Management Development. 8(5): 31-39.
Tavakoli, I. & Lawton, J. (2005). Strategic thinking and knowledge management, Handbook of Business Strategy,2(4): 155-160.
Thakur M. & Hoffman, W. (1987). Identifying rewards for strategic thinking – A Survey of CEOs and middle managers. Personal Review, 16(3): 29-33.
Zabriskie, N. B. & Huellmantel, A. B. (1991). Developing strategic thinking in senior management. Long Range Planning, 24(6): 25-33
Zsiga, P. (2008). Leader effectiveness from self-directed learning and strategic thinking. International Journal of Human Resources Development and Management, 8(4): 306–317.