The Effect of Learning Standards and Market-Orientation in Competitive Strategy and Organizational Survival of the Islamic Republic of Iran Broadcasting ( IRIB )

The aim of the present study to is to determine the effect of learning standards and market orientation effect on competition and survival strategies in the Islamic Republic of Iran Broadcasting. This research is an applied research and the method of collecting data is field research. The Statistical Society includes all 248 managers and senior technical experts in IRIB in 2015 which by using of Morgan Table the 148 volume has been selected. For gathering data, we used OL learning Criteria Questionnaire (2001), Slater and Narver marketing Questionnaire (1990), Self-made questionnaire based on Porter’s competitive strategy, and Self-made questionnaire based on organizational survival in Likert’s 5-degree scale. Data collected by descriptive statistics (Frequency tables, graphs, percentages, averages) and inferential statistical methods, (Pearson correlation, synchronous multiple regression analysis, structural equation modeling) by using statistical software SPSS and AMOS were analyzed. The results showed: learning criterion has a positive and significant effect on marketing, Marketing (customer-oriented, cross-sector coordination, competitiveness) has a significant positive impact on competitive strategies and organizational survival, Competitive strategies have a positive and significant effect on organizational survival. The results showed that the model fit is appropriate.


Introduction
The involved organizations for economic affairs in the 1980/90 and in the face of social, economic, cultural and political accelerating have concluded that organizations and companies to deal with the problems of coordination with the new conditions must equip itself, because the continuity of the organization in economic affairs depends on its understanding and using these tools.In addition, the speed of using the learning should be further than institutionalized learning organization and speed of development.One way is to create the learning process in the organization (Hanafizadeh & Rahmani, 2012).
In other words, the survival organizations are threatened in the absence of readiness to deal with various conditions and sometimes this threat will continue to till completely remove it from the competitive market.Therefore, organizations for the continued survival which are essential for any kind of growth, development, excellence and organizational maturity must continually monitor the size and components of the organization's survival.Generally, organization survival is to adapt the organization to the external environment (Sim kin, 2007) and the continuity of the organization (Hanafizadeh & Rahmani, 2012).Many organizations are formed but in various stages of organizational life due to the lack of attention to various aspects of organizational survival they lose the ability to adapt to the environment and continuity and they see organizational death.According to what was said, IRIB organizational survival and the competitive strategy are issues which the managers of these organizations are involved with.Competition with international powerful broadcasts like BBC, and organization strategy to maintain its position among the audience (inside and outside the border audience) can be affected by many factors and variables such as organizational learning and market orientation.When technology is changed Organizational learning is a factor to kept staff up to date and cause the success, stability, and survival of the organization.Marketing and strategy related to its rival in the international arena in competitive with foreign broadcasts will keep the IRIB.In this regard, the aim of this study is to determine the effect of learning standards and market orientation on competitiveness and survival strategies in the Islamic Republic of Iran Broadcasting.

The Concept of Learning in the Learning Organization
Richard crash defined the learning organization where people at all levels of individual and group constantly develop organizations capacity so that they can achieve results that they are really looking for (Zarei Matin, 2001).Alvani stated that the learning organization is an organization that learns over time, change and performance, practices through awareness and by better understanding will improve.In fact, when learning organization can achieve inference by using of her history and experience, they applied to guide their behavior (Alvani, 2013).The important point about learning organizations is that the creation of new knowledge, innovation, creativity and innovation is not a specific professional work, but it's a kind of universal behavior that all members of the organization are doing it and in fact all staff of the organization are creative and knowledge creation.Employees at all levels are encouraged to learn regularly and seriously inter-organizational and intra-organizational and organizational performance results.Based on their results, create a better future for themselves and Increasing the efficiency and effectiveness of their organizations (Zarei Matin, 2012).Generally, learning organization is the organization that can create, achieve and transfer skills and by the new knowledge, it can modify his behavior.According to the all above definitions, knowledge creation and innovation and being creative, constitutes a basic pillar of the learning organization.The creation and acquisition of knowledge is not enough to consider it as learning organization, but the organization should be able to apply that knowledge in the behavior and actions, and use them to improve and modify its operations, in this case, that could be a model and example for other organizations (Alvani, 2013).Also, the organizational structure should be organic, non-hierarchical and decentralized flat with minimal formal procedures in the workplace.Some research, in this case, stated that organizations with strong learning ability have a low degree of formality in their organizational structure.The results of this research clearly show there is a negative relationship between formality (emphasizing laws and regulations) and learning ability (Zarei Matin, 2001).

Marketing
The concept of Market orientation has taken root from the famous marketing of the management philosophy.This philosophy has been the cornerstone of Marketing Course at the University.Peter Drucker declared that total marketing is to know the business from the point of view of its final results which here these final results are the customers (Drucker et al., 1954) And also said that: there is only one definition of what business is: creating a customer.In recent years, the default theory of marketing company has been a marketing philosophy and the researchers sought to demonstrate the relationship between different levels of performance and different degrees of marketing orientation (Aston Horst & Van Raaij, 2004).Several generations of managers has affected up to now has been the most influential marketing concepts.However until the academic review, a formal investigation was not conducted (Webster et.al, 2012).Marketing is one of the aspects of organizational culture where employees give the greatest value to the firm's profit and customer retention through the creation of superior value.Market orientation is a norm of behavior that has spread throughout the organization and by innovation provides current and future market and customer needs.Market-oriented companies have a competitive advantage in quickly responding to market needs and customer requirements, and also in response to market opportunities and threats act effectively.This market orientation is a core value in the organization to deal with new business preparing and can obtain the necessary information from the market and prepared to meet the needs of the market.This type of market orientation is a competitive advantage for the organization if it is inimitable, rare and valuable (Lei, 1990).Generally, five prominent views in the field of marketing literature can be found.These views are the views of decision-making Shapiro (1988), Market intelligence views Kohli and Jaworski (1990); Culture-based behavioral views Slater (1990), strategic marketing views Rückert (1992), and Customer-oriented views Deshpande et al (1993).This view focuses on establishing and implementing the marketing concept.In some of these ideas, a market orientation is a managerial phenomenon and in others, it is a cultural phenomenon that focuses on creating a competitive advantage (Lafferty & Holt, 2001).Of course, market orientation is important in marketing literature, but its statistics experimental tests have been faced with numerous problems and some kind of dispersion between tested models can be seen which this problem is limiting the market orientation.

The Concept of Competitive Strategy
The strategy is a powerful tool to deal with changing conditions that today surrounds Institute but its design is complex and it implementation is very expensive.However what you got is more than what you spend it (Ansoff, 2002).Over the past decades, many experts by introducing various strategies have tried to help industrial managers because using successful strategies, guarantee success in the competitive arena.Competitive strategies mean that the organization should clearly choose a different set of activities from rivals.South-West is a good example of a company that has such a strategy.The company's competitive strategy is fundamentally distinct from the rest of the existing firms.By avoiding from busy and large airports it present point to point services between medium-sized cities and extraneous airports in big cities.This reduces the costs; help keep ticket prices down for travelers.In many cases, Southwest because of low prices and the high frequency of their flights in case of absence of these conditions can get the passengers were traveling by car.Without the competitive strategy, the firm will be different from other actors (Flouris T. G. & Oswald, S. L, 2007).In fact, companies in the 21st century for reaching the future must rely on their core competencies.Those who have learned their services quickly, efficiently and in a timely manner and at the same time in a way that is difficult to emulate it and Keep costs down, such as South West, will have sustainable future rather than those who are trying to provide everything for a wide range of customers.Today being competitive means sufficient flexibility to respond quickly to needs and environment changing (Flouris T. G. & Oswald, S. L, 2007).No matter how much competitive strategy are classified, it is important to understand that competitive strategy, need to protect core competencies and to achieve a competitive advantage that can be used.Without a competitive advantage in today's global market, it is extremely difficult to be able to compete and survive.

Factor for the Organization to Survive
Several companies due to lack compatibility with environmental changes move away from the competition (Dargahi et.al, 2012).Accordingly, businesses with the ability to identify the factors that affecting their survival and can act quickly in order to respond to them will be ensured for surviving (Heller, 2005).The survival of organizations is threatened in the absence of readiness to deal with various conditions and will continue until the complete elimination of competition.Therefore, organizations for the continued survival that is essential for any kind of growth, development, excellence and organizational maturity should continuously monitor the status of their dimensions and components organizational survival.Survival of the organization is to adapt the organization to the external environment and the continuity of the organization (Walker, 2003).Managers are faced with this question: What is the different aspect of contracting organizations survival and what should do to continue the activities and organizational life dimensions.In other words, what aspects should not be neglected?In various stages of organizational life due to the negligence on various aspects of organizational survival, they lose the ability to adapt to the demands and continuity of the environment and they experience organizational death.For example, according to the British National Bureau of Statistics in 2011, 261000 businesses in the country were born and 230,000 business organizations have experienced organizational death (Talebi mazraeshahi, 2013).

Effective factors on organizational survival are as follow:
Pressure on the Organization (Turban et al, 2008): Market pressures: These pressures are the result of the global economy and intense competition, the need for immediate action, the changing nature of the workforce and strong customer.
Technology pressures: In this category, two major pressures are related to technological innovation and the immense volume of information.
Social pressures: The third category of business pressure is related to the community.According to Drucker, future society will be knowledge-based society and also, the population will be elderly.Both cases will affect important social issues such as education and health care Drucker, 1994).Other important social issues such as social responsibility, legislators and eliminate laws by the government, cost allocation to social programs and ethical principles should also be considered (Hejazi et al., 2014).

The Reactions of Organization in Response to Environmental Pressures
Traditional organizational responses may not be effective against a variety of new pressures.So many old solutions should be amended, supplemented or deleted.In order to success (or even survival) in this dynamic world, Companies not only have to do traditional actions such as reducing prices but also they have to do new activities such as changing the structure, process or modify competitive strategy.These reactions which are usually linked called critical response activities.Major organizational reactions are divided into seven categories: "Strategic systems", "focus on the customer", "continuous improvement", "restructuring", "custom manufacturing and mass production order", " alliances working " and "e-business" (Turban et al., 2008).Key factors for success: Critical success factors are those strategies components of the organization which should always be superior to gained competitive advantages.Therefore, in this regard, and according to what was said, we continue to explore the variables under investigation methods.

Research Method
This research is an applied research.The Statistical Society includes all 248 managers and senior technical experts in IRIB in 2015 which by using of Morgan Table the 148 volume has been selected.For gathering data, we used Salter and Narver marketing Questionnaire.The questionnaire has 22 Latin authoritative source questions and in marketing, term is called MIKTOR scale.This important and valuable questionnaire examines the attitudinal market orientation.Narver and Slater (1990) developed and corrected their own measure of market orientation and studied its correlation with the performance.Their results were supported by hypotheses which business profitability is an important determinant market orientation (Salter and Narver, 1990).It is set in Likert's 5-degree scale questionnaire and scoring is from 1 to 5 (strongly agree 5; Agree 4; neutral 3: Disagree 2; and totally disagree 1).To evaluate IRIB competitive strategies based on the viewpoints of managers and experts a questionnaire which made by the researcher was used.The questionnaire is made on the Likert Porter 5 range parts.To analyze the information obtained from descriptive statistical methods we used (frequency, percentage, mean, graphs and tables) and inferential statistics (Cronbach's alpha test to determine the reliability of the research tools, Kolmogorov-Asmyrnvf test, analysis of variance, regression analysis, Pearson correlation and structural equation).Here results obtained from Kolmogorov-Smirnov test showed sampling distribution is normal (0.05p>).The Pearson correlation coefficient was used to analyze parametric test (Kolmogorov test results are shown in Table 1).

The First Hypothesis
There is a positive relationship between competitiveness and competitive strategies.2, correlation coefficient (r= 0.336) between competitiveness and competitive strategies make sense in level 0.05 and means there is a positive correlation between the two variables.In other words, by increasing competitiveness in IRIB competitive strategies increases and vice versa.So the hypothesis is confirmed.

The Second Hypothesis
There is a positive relationship between competitiveness and organizational survival.As you can be seen in Table 3, correlation coefficient (r= 0.416) between competitiveness and organizational survival make sense in level 0.05 and means there is a positive correlation between the two variables.In other words, by increasing competitiveness in IRIB organizational survival increases and vice versa.So the hypothesis is confirmed.

The Third Hypothesis
There is a positive relationship between competitive strategies and organizational survival.As you can be seen in Table 4, correlation coefficient (r= 0.595) between competitive strategies and organizational survival make sense in level 0.05 and means there is a positive correlation between the two variables.In other words, by increasing competitive strategies in IRIB organizational survival increases and vice versa.So the hypothesis is confirmed.

The Fourth Hypothesis
Market orientation (customer-oriented, cross-sector coordination, competitiveness) has a significant effect on the competitive strategies.5 shows that the R2 value (R 2 = 0.275) in organization survival justified by market orientation (customer-oriented, cross-sector coordination, competitiveness).
According to the modified R2, 52.4% of the variance in organizational survival is explained and predicted with the help of Market orientation (customer-oriented, cross-sector coordination, competitiveness).As Table 6 shows according to the results of analysis of variance, calculated R 2 is significant in less than 0.05 Level (F=14.669).

The Fifth Hypothesis
Market orientation (customer-oriented, cross-sector coordination, competitiveness) has a significant effect on organizational survival.The impac than 10% the hypoth In the first that the va confirmed

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Following estimation Table 9. Sq

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The result vision, sys competitiv team learn coordinatio

Conclusion
The results suggest that competitive strategies (audience, suppliers, substitute products, new arrivals, competitors) have a significant and positive impact on organizational survival (changes in the structure and trends, focusing on customer / audience, strategic systems, continuous improvement, e-business, IT).As a result, we can say: IRIB with the formulation of competitive strategies based on Porter's model elements and dimensions according to the audience, suppliers of audio and video media, audio-visual productions substitute goods, potential newcomers, competitor media, can survive and successful in media markets.This organization according to audience needs can achieve Integrated and homogeneous audience.With IRIB programs (Strategies and media approach based on competition in the media market) audience needs more radio and television programs, new tools measure audience tastes will be implemented.Despite the possibility of changing in audience tastes, IRIB is going to prevent their orientation towards satellite channels and create a consistent audience.This is possible each of the broadcast competitors gets disappear in the future and IRIB should have a plan to attract those audiences. Figur Fig

Table 2 .
Competitiveness correlation coefficient and competitive strategies

Table 3 .
Correlation coefficient competitiveness and organizational survival

Table 4 .
Correlation coefficient of competitive strategies and organizational survival

Table 5 .
Summary of regression analysis

Table 6 .
Analysis of variance and regression