Organizational transformation strategy based on the cybernetic management model (case study, knowledge-based companies of Isfahan province)

Abstract

Cybernetic management is a systematic model for understanding and developing a collective effort towards a better future. The current research was carried out with the aim of presenting an organizational transformation strategy based on the cybernetic management model (case study, knowledge-based companies of Isfahan province). Research method in terms of fundamental-applied goal; In terms of the data collection method, it was descriptive-survey and in terms of data type, it was a combination with an exploratory approach (qualitative-quantitative). The statistical community of the qualitative part of the research included experts in the knowledge-based field, 24 of whom were selected in a targeted non-random way, according to the principle of saturation. The statistical population of the research in the quantitative part included 547 knowledge-based companies in Isfahan province, and 354 people were selected as the sample size using the method of determining the sample in structural equations and the multi-stage cluster random sampling method. The tools of data collection were semi-structured interviews and researcher-made questionnaires. Test-retest reliability and intra-subject agreement method were used to calculate the reliability of the research interviews, which were confirmed. Also, in order to determine the validity of the questionnaire, face, content and construct validity were used, and the reliability of the questionnaire was calculated through Cronbach's alpha coefficient and composite reliability, all of which were approved. The results of the research showed that in order to achieve strategic transformation and achieve competitive advantage and guarantee the future of the organization, the components of cybernetic management transformation of knowledge-based companies in Isfahan province, including cognitive-skill competence, attitudinal-systemic competence and managerial competence, should be examined. Also, the findings showed that in order to match the organizational nature and mission, the components affecting internal factors (personal characteristics, professional planning, management, information technology) and external factors (executive policies, media and healthy society) have a suitable effectiveness coefficient. In addition, in the current research, the mechanisms, platforms and obstacles facing the mentioned companies were identified and suggestions were presented.