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After completing the case, students will be able to understand the reasons for the lack of successful strategy implementation in companies, especially engineering, procurement and construction (EPC) and general contractors in Iran’s oil, gas and petrochemical industry; understand the importance of alignment as an organization capital in successful strategy implementation and familiarize themselves with assessing the alignment readiness of companies; understand the importance of leadership as an organization capital in successful strategy implementation, comprehend one of the most essential theories of leadership in the world of management and familiarize themselves with assessing leadership readiness using this theory; and understand the importance of leadership as an organization capital in successful strategy implementation, comprehend one of the most essential models of organizational culture in the world of management and understand how to assess the readiness of organizational culture in companies.

This case discusses the reasons for strategy implementation failure at PetroSahand International Group, one of the most prominent EPC and general contractors in the oil, gas and petrochemical industry in Iran. This case also examines organization capitals such as alignment, leadership and organizational culture, the three most important factors for the successful implementation of strategies, at this company. PetroSahand is an international, project-oriented company that has been able to successfully complete more than 100 large domestic and international projects during its four decades of activity. However, the company is currently facing many difficulties such as overdue debts and projects.

The target audience of this case are graduates and undergraduates in the courses of Strategic Planning, Strategic Management, Strategy Implementation, Strategy in Action and Change Management. Additionally, this case study can be useful for senior managers of companies and can help in the successful implementation of strategies as well as improving their company’s alignment, leadership and organizational culture.

Teaching Notes are available for educators only.

CSS 11: Strategy.

Experiencing stigma after abortion may decelerate the accumulation of human capital. Despite the importance of studying the relationship between religiosity and abortion stigma, the topic is understudied, especially in Islamic contexts. Abortion was legalized in Iran in 2005. Under the new law, far more cases are allowed for abortion. This change provided an opportunity to explore the interplay of abortion stigma, legalization and religiosity in Iran.

Using regression analysis based on 291 completed questionnaires from two cities in Iran, this study analyzes the relation between abortion stigma level and religiosity in Iran, controlling for contextual and individual variables. The time trend is also identified. The authors use different manifestations of abortion stigma as dependent variables.

The authors found that abortion stigma and its two manifestations decreased after the new law, suggesting that its legalization might have caused abortion stigma to decrease gradually. Another finding of this study is that the correlations between abortion stigma (internalized stigma) and individual religiosity level are meaningful and positive; religious people feel higher levels of abortion stigma.

The study supports the idea that effective health regulations (in the specific case of abortion) would result in less cost/risk of social issues like stigma. Policymakers in religious societies must pay more attention to the specific case of abortion stigma since it is very important for the mental health of women who think of abortion and/or select it.