The effect of strategic fit on organizational performance: the mediating role of organizational structure and moderating role of environmental turbulence in the parent companies

Research Aim: The purpose of this study was to investigate the impact of strategic fit, organizational structure and environmental turbulence on organizational performance in specialized parent companies in Tehran. It can lead to better organizational performance in specialized parent companies. Research Method: The method of data collection is field. The statistical population of the study consisted of all specialized parent companies in Tehran. According to the statistical population (110 organizations) and 10-fold technique, the sample size of 41 specialized parent companies was calculated. After collecting data, 82 questionnaires were collected from 41 specialized parent companies. For the test, The hypotheses of this study used a 63-item questionnaire consisting of strategic fit (Goold & Campbell & Alexander, 1994), organizational structure (Robbins, 1990), organizational performance (Kaplan & Norton, 2001) and environmental turbulence (The model was Sia et al., 2004), which confirmed the content validity, convergent validity and divergent validity, and its reliability was confirmed by Cronbachchr(chr(chr('39')39chr('39'))39chr(chr('39')39chr('39')))s alpha greater than 0.7. One-sample T-test, hierarchical regression and structural equation modeling (path analysis) were used to analyze the results in smart PLS software. Findings: The results show that the performance of specialized parent companies in Tehran is relatively good. The results of variance-based path analysis showed that organizational structure and strategic fit have a positive effect on organizational performance. The results also showed that organizational structure mediates the relationship between strategic fit and organizational performance and environmental turbulence through strategic fit affects organizational performance.