Design Pattern For Implementation Of Public Sector Strategy Case Study: Outsourcing Of Judicial Electronic Services Offices In The Judiciary

Document Type : Research Paper

Authors

1 Associate Professor of Management and Accounting Faculty ofAllameh Tabataba'i University

2 Allameh Tabataba'i University- tehran

3 Management, Faculty of Literature and Humanities, University of Guilan, Rasht, Iran.

Abstract

The proposal to provide judicial electronic services is one of the major and important initiatives of the judiciary, which is emphasized by the top executives of the judiciary. The implementation of this plan is an important step in the development of information and communication technology in the judiciary and the development of e-government in our country.The study of discourse in indigenous areas and specific organizations is one of the research currents emphasized by the latest strategy research paradigm, namely, strategy as action. The present study uses qualitative research and relying on social constructive socialist philosophy to seek out what is and why the pattern of implementation of strategy in the public sector in the institution of the judiciary.The purpose of this research is to provide a conceptual model that can be used in public sector organizations to bridge the gap between strategy formulation and implementation. For this purpose, a total of 24 senior executives, executives, assistants and key people involved in the implementation of the outsourcing of judicial services that participated in the implementation of the research strategy in question, and academic professors, participated in a semi-structured interview, and with the help of the MAXQUDA exploratory analysis software and The basis of the Grounded theory strategy and Glaser's emerging approach were codified as open and secondary. Finally, ten effective components in four main categories are content, process, context and adaptive, conceptualizing and categorized. Then the final design model was approved by external contributors and observers.

Keywords

Main Subjects

References

  • فهرست منابع و مآخذ

    الف. منابع فارسی

    • اشتراس، آنسلم و کوربین، جولیت (1989)، اصول روش تحقیق کیفی، ترجمه بیوک منصوری، تهران: انتشارات پژوهشگاه علوم انسانی.
    • احمدی، کیومرث و الوانی، مهدی، (1393)، جایگاه نظریه‌‌ خدمات عمومی نوین در تبیین مفهوم پاسخ‌گویی اجتماعی سازمان‌های دولتی، سیاست‌گذاری عمومی، دوره 1، شماره 2: 15-1.
    • ربینیاک، جی، لاورنس (1389)، عملیاتی کردن استراتژی: مدیریت اثربخش اجرا و تغییر، (ترجمه: نادر مظلومی و همکاران)،  ناشر اتحاد ادبستان، تهران. چاپ دوم.
    • جعفری، حمیدرضا؛ یعقوبی، نور محمد و سالارزایی، امیرحمزه (1393)، بررسی تأثیر کیفیت خدمات الکترونیک قضایی بر رضایتمندی شهروندان، پژوهش‌های مدیریت عمومی، سال 7، شماره 23:174-153.
    • رنجبران، هادی؛ حق‌دوست، علی‌اکبر؛ صلصالی، مهوش؛ خوشدل، علیرضا و سلیمانی، نسیم (1391)، نمونه‌گیری در پژوهش‌های کیفی: راهنمایی برای شروع، مجله علمی-پژوهشی دانشگاه علوم پزشکی ارتش جمهوری اسلامی ایران،10(3):250-238.
    • رهنورد، فرج الله (1385)، اندازه­سازی بخش دولتی: راهبرد برون‌سپاری، تحول اداری، شماره 52: 68-49.
    • مک لنان، اندرو (2011)، پیاده‌سازی راهبرد، ترجمه سید محمد اعرابی و همکاران، دفتر پژوهش‌های فرهنگی، چاپ دوم، (1393)، تهران.
    • مظلومی و متولی (1391)، الگویی برای اجرایی کردن برنامه‌های راهبرد، مطالعات مدیریت (بهبود و تحول)، سال 22، شماره 67: 19-4.
    • مظلومی، نادر و جبارزاده کرباسی، بهرام (1398)، اثر برنامه‌ریزی استراتژیک مشارکتی و انعطاف‌پذیری استراتژیک بر اجرای راهبرد در صنایع کوچک و متوسط، مطالعات بین‌رشته‌ای راهبردی،213:241-34.

     

    ب. منابع انگلیسی

    • Alexander, J (1990), Top Ten Public-Private Sector Differences,, Performance Management Inc.,Texas, Available from: <www.alexanderleadership.com.
    • Anderton, B. & Brenton, P. (1999) “Outsourcing & law-skilled workers in the UK”,Bulletin of Economic Research, 51(14), p.268.
    • Ateş,Y.Tarakci,M.Porck,J.Knippenberg,D.Groenen,P.(2018).The Dark Side of Visionary Leadership in Strategy Implementation: Strategic Alignment, Strategic Consensus, and Commitment,Journal of Management, First Published ,1-29.
    • Godwin, Charles, (2011).The relationship among participative management style, strategy implementation success, and financial performance in the foodservice industry, international Journal of Contemporary Hospitality management vol 23 (6), pp: 719-738.
    • Greaver, M. F. (1999) “Strategic outsourcing- A structured approach to outsourcing decisions & initiatives. Business & Economics,P:122.
    • Greer, C. R., Lusch, R. F., &Hitt, M. A. (2017). A service perspective for human capital resources: A critical base for strategy implementation. Academy of Management Perspec-tives, 31(2), 137—158.
    • Henry, N.(2010), Public Administration and Public Affairs, 11th edition, Pearson Education, New Jersey.
    • Hrebiniak,L.G.(2006).Obstacles to Effective Strategy Implementation. Organizational Dynamics, 35.
    • Noble, C. H. (1999). The Eclectic Roots of Strategy Implementation Research. Journal of Business Research, 45(2), pp. 119-134.
    • Kaplan, R.S. and Norton, D.P., (2004). Linking strategy to operations for competitive advantage. Boston, MA :Harvard Business School Publishing Corporation.
    • King, ME 2012, Governance Beyond Boardroom, workshop presented on 31 August 2012 in Windhoek, Namibia, facilitated by JCD Business Solutions.
    • Lanhford, W. M. & Parsa,F.(1999) “Outsourcing: a primeer.Management Decision.37 (4):pp.310-316.
    • McBain, L & Smith, J (2010), Strategic Management in the Public Sector, E-Leader Singapore 2010.
    • Okumus, F. (2001). Towards a strategy implementation framework. International Journal of Contemporary Hospitality Management, 13(7),pp. 327-338.
    • Okumus, F., (2003). A framework to implement strategies in organizations. International Journal of Contemporary Management, 13(7).
    • J.A.(2015).Closing The Strategy Execution Gap, Stellenbosch University, Master Thesis. Promoter:Prof. Erwin Schwella. March 2015.
    • Ostroff, F.(2006), Change Management in Government, Harvard Business Review, May 2006.
    • Pedersen, K. L. (2008). Cracking the Code of Strategy Execution, Department of Innovation and Organizational Economics, Copenhagen Business School, Ph.D. Thesis.
    • Pettigrew, A.M.(1987).Context and action in the transformation of the firm, Journal of manganment studies, Vol. 24, No6, pp. 649-70.
    • Rainey, HG, Backoff, RW & Levine, CH 1976, Comparing Public and Private Organizations, Public Administration Review, Vol. 36, No 2 (Mar-Apr 1976), pp. 233-244.
    • Ring, PS & Perry, JL.(1985), Strategic Management in Public and Private Organizations: Implications of distinctive contexts and constraints, The Academy of Management Review, April 1985.
    • Shah A.M. (2005) .The Foundations of Successful Strategy Implementation:Overcoming the Obstacles. Global Business Review, 6: 293.
    • Starling, G.(2011), Managing the Public Sector, 9th edition, Wadsworth, Boston, USA.
    • Ross, R (2011), Two Different Worlds: The Public and Private Sectors, American Spectator, 6 January.2011, Available from: http://spectator.org.
    • Speculand, R. (2006). Strategy implementation: we got the people factor wrong! How to lead your saboteurs, groupies, double agents and mavericks. Human Resource Management International Digest, 14(6),:pp. 34-37.
    • Tawse,A.Patrick,V.Vera,D.(2018).Crossing the chasm: Leadership nudges to help transition from strategy formulation to strategy implementation.Business Horizon,1535,1-9.
    • Verspaandonk, R. (2001) “Outsourcing- for & against”, Department of the Parliamentary Library of Australian, NO18.
    • Wirick, D.(2009), Public-Sector Project Management - Meeting the challenges and achieving results, John Wiley & Sons, New Jersey.

Files

Share

How to cite

Statistics