Strategic Planning of the Development of Lorestan Province based on Regional Competitive Identity

Document Type : case study

Authors

Kiyan Shakrami ¹

Mohammad Rahim Rahnama ²

Masoud Zamanipour ¹

¹ PhD in Geography and Urban Planning, Ferdowsi University of Mashhad, Mashhad, Iran

² Professor in Geography and Urban Planning, Ferdowsi University of Mashhad, Mashhad, Iran

https://doi.org/10.22067/jgrd.2021.47550.0

Abstract

Regarding regional development competition, strategic planning is a preferable process in reaching development goals. This study aimed to identify the status of Lorestan province in terms of tourism and agriculture compared to its competitors (Kermanshah, Kurdistan, Hamadan, Khuzestan, Ilam, Isfahan, and Markazi) in terms of regional competitiveness concerning the province's internal resources and capabilities. It also aimed providing a proportional strategic map that shows the degree of strategic proportionality between the resources and potentials of Lorestan province with macro-environmental factors. Meta-SWOT analytical technique was used to formulate a development strategy and explain the goals, resources, capabilities, and macro-environmental factors. The required data were collected using documents and questionnaires. The sample consisted 40 experts, including employees of related departments and university researchers who were selected purposefully. The results showed that credits allocated to Lorestan province in the legislative institutions, Iran’s macro-management, international sanctions, lack of private sector investment, ethnocentrism in the province, and negative advertisements are the most important factors influencing the development of Lorestan. Concerning regional competitiveness in terms of tourism, Isfahan with a score of 4 out of 5, and Kermanshah with a score of 3 are the most important competitors. In the agricultural dimension, Khuzestan with a score of 3.80, and Kermanshah and Isfahan with a score of 3 out of 5 possible are the most important regional competitors of Lorestan. Therefore, according to the existing resources and capabilities of Lorestan in terms of tourism and agriculture, this province can be placed in a more suitable position in terms of development in the region in 2029, through proper planning and management.

Keywords

Strategic Planning

Development

Competitiveness

Meta-Sowt

Lorestan

---

References

1. انهالت، س. (1390). هویت رقابتی (مدیریت نوین برند برای ملل، شهرها و مناطق) (م. اکبری مطلق، م. شاکری روش، و م. شریفی، مترجمان). مشهد: نشر طحان.
2. بدری، ع.، رضوانی، م.، ترابی، ذ.، و احمد، م. (1394). متا سوات، ابزاری استراتژیک برای برنامه­ریزی گردشگری پایدار (مطالعه موردی: روستای میغان). مجله برنامه­ریزی و توسعه گردشگری، 4 (13)، 50-29.
3. رضایی، م.، خاوریان ا.، و چراغی، ر. (1394). برنامه­ریزی راهبردی فضایی شهرهای کوچک اندام با استفاده از مدل Meta-SWOT مطالعه موردی شهر تفت در استان یزد. پژوهش‌های جغرافیا برنامه ریزی شهری، 3(4)، 486-467.
4. شریف زادگان، م.، و ندایی طوسی، س. (1394). چارچوب توسعه رقابت‌پذیری منطقه‌ای در ایران (مورد پژوهی: استان­های 30 گانه). نشریه هنرهای زیبا – معماری و شهرسازی، 2(3)،20-5.
5. قائدرحمتی، ص.، و خاوریان، ا. (1395). نقش تکنیک Meta-Swot در برنامه­ریزی راهبردی گردشگری شهر یزد. فصلنامه برنامه‌ریزی و آمایش فضا، 20(1)، 206-180.

 

6. Abbott, J. (2005). Understanding and managing the unknown: The nature of uncertainty in planning. Journal of Planning Education and Research, 24(3), 237-251.
7. Agarwal, R., Grassl, W. & Pahl, J. (2012) Meta-swot: Introducing a new strategic planning tool. Journal of Business Strategy, 33(2), 12-21.
8. Akio, T. (2005). the critical assessment of the resource-based view of strategic management. International Affairs, 3, 125-150.
9. Asheim, P., , A., & Martin, R. (2006). clusters and regional development, critical reflections and explorations (pp. 1-30). London: Routledge.
10. Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
11. Bloomberg, A. (2012). SWOT, pestel, porter’s 5 forces and value chain. pp. 1-16, Retrieved from http://cfcdn.ivoryresearch.com/wp-content/uploads/2013/04/bloomber pdf, 2012.
12. Camagni, R., & Capello, R. (2013). Regional competitiveness and territorial capital: a conceptual approach and empirical evidence from the european union. Regional Studies, 47(9), 1383-1402.
13. Cziráky, D., Sambt, J., Rovan, J., & Puljiz, J. (2006). regional development assessment: a structural equation approach. European Journal of Operational Research, 174(1), 427–442.
14. Hill, C. W., & Jones, G. R. (2013). Strategic management theory. South-Western/Cengage Learning.
15. Krugman, P. (1994). Competitiveness: A dangerous obsession. Foreign Affairs, 73(2), 28-44.
16. Kyrylych, K. (2013). Problem of uneven economic development of the world economic: Essence and causes. Intellectual Economics, 3(17), 344–354.
17. Lengyel, I. (2009). Bottom-up regional economic development: competition, competitiveness and clusters. Szeged: JATE Press.
18. Malecki, E. (2002). hard and soft networks for urban competitiveness. Urban Studies, 39(5-6), 929-945.
19. Miller, D., Eisenstat, R., & Foote, N. (2002) strategy from the inside out. California Management Review, 44(3), 37-54.
20. Paasi, A. (2013). Regional planning and the mobilization of ‘regional identity’: From bounded spaces to relational complexity. Regional Studies, 47(8), 1-14.
21. Radomska, J. (2015). Interrelation between strategy maps and other implementation tools and actions. Procedia-Social and Behavioral Sciences,210, 58-65.
22. Shi, Y., Zhou, C., Wang, R., & Xu, W. (2012). measuring china's regional ecological development through “ecodp”. Ecological Indicators, 15(1), 253–262.
23. Thoms, P. (2004). Driven by time: Time orientation and leadership. Greenwood Publishing Group.
24. Zali, N., Ebrahimzadeh, I., Zamani-Poor, M., & Arghash, A. (2014). City Branding Evaluation and Analysis of Cultural Capabilities of Isfahan City. European Spatial Research and Policy, 21(2), 213-234.
25. Zimmerbauer, K. (2011). From image to identity: building regions by place promotion. European Planning Studies, 19(2), 243-260.