Evaluation and prioritization of determinant factors on successful implementation of strategic plans of Oil Company (case study: Aghajari Oil and Gas Production Company)

Author Name(s): Ebrahim Khedrali, Mahmoud Nematian*
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Abstract

The present research aims to evaluate and prioritize determinant factors on successful implementation of strategic plans of oil company (case study: Aghajari Oil and Gas Production Company). This study is a descriptive-survey and cross-sectional in terms of timeline. The study subjects include 7592 staffs working at Aghajari Oil and Gas Production Company employees of which using Cochran formula 365 staffs were selected. Research instrument is a standard questionnaire. To measure questionnaire validity and reliability, content analysis and Cronbach’s alpha coefficient (0.83) were used respectively. data analysis was performed in PLS and SPSS software and the same time, path coefficient, coefficient of determination, structural reliability coefficient (CR), f2 Cohen coefficient and t test was used to data analysis. The results showed that the involvement of employees, strategy formulation methods, political behavior and comprehensiveness of the strategic plan implementation have a significant and positive influence on the successful implementation of Aghajari Oil and Gas Production Company.

KeyWords

Employee’s participation, Strategy formulation methods, Political behavior, comprehensiveness of the strategic plan implementation

Introduction

Perhaps, in viewpoints of many managers in different organizations, survival and success of organizations in today’s tumultuous and changing world is consciousness managers and leaders in adopting the most appropriate strategies for their own organizations. But an important issue in strategic management process is to implementation of strategies (Hrebiniak 2006). To impellent a strategy is by far much more difficult than its formulation so that strategy implementation is the key to competitive success requiring some specific measures (Hrebiniak, 2013). In 1999, Fortune magazine in a paper claimed that 70 percent of failure in strategic organization management process is not only results from weakness of (CEO) chief executive officer in the strategies but also because of their lack of success in implementing

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