The purpose of this study was to design and develop a model for assessing the amount and type of dominant strategic control in organizations, and in assessing the appropriateness of the strategic control type and its appropriateness with the logic of the organization's
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The purpose of this study was to design and develop a model for assessing the amount and type of dominant strategic control in organizations, and in assessing the appropriateness of the strategic control type and its appropriateness with the logic of the organization's value creation. It seems that with the predominance of a kind of strategic control in an organization and the imbalance of the organization in the organization, the survival of the threatened organization and the assessment of the strategic control dimensions appropriate to the logic of value creation is necessary. So far, much research has failed to address this issue, and this field study has taken a step towards removing this knowledge gap. The present study is a mixed study. In the qualitative analysis of data, the method was transcendental and in the quantitative analysis section, structural equation modeling was used. The model qualitative findings revealed two parts of strategic behavioral and content control. In the quantitative part, the leading research is a cross-sectional descriptive survey. In this study, 279 employees from nine organizations with a region of value creation service, production, and social welfare were studied by random stratified sampling. Based on the scientific literature of strategic control, a 31-question questionnaire was designed and its validity and reliability were evaluated and verified, and after the strategic justification period, a research sample was distributed. The findings of the research indicate that the proposed structure is suitable for fitting. The results of the research show that there is a significant difference in the use of economic control and ethnic-cultural control among the manufacturing, service and social welfare organizations, but there was no significant difference in the use of other controls among the organizations.
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