Presentation of the Conceptual Model of the Organization's Strategic Guiding Elements

Introduction and objectives: One of the aspects of ambiguity and lack of clarity of strategic documents of organizations is ambiguity, confusion of meaning or overlaps in the explanation of some guiding elements of the organization included in it, such as vision, existential philosophy, mission, policy, strategy, Goals and etc. which is caused by the lack of accurate understanding of the concept of each of these elements and their relationship with each other. This causes in drafting the strategic document, for example, what is actually policy as strategy, what is actually mission as vision, what is actually strategy as a goal, etc. it is stated that this confusion of meanings and concepts and their connections with each other causes the organization to experience ambiguity and confusion in the implementation and evaluation phase. The purpose of this research is to provide a conceptual model of the strategic elements that guide the organization. Therefore, the main question of this research is, "What is the relationship pattern of the organization's guiding elements with each other?" This question can be divided into two sub-questions, which are:
1-    What are the strategic elements that guide the organization?
2-    How are these elements related to each other?
The purpose of this research is not to present a model or explain a process for management or strategic planning but rather to develop a novel conceptual model that can clarify the conceptual distinction of the mentioned elements and also the communication model between them, the thoughts of scientists, researchers, and strategic managers, to help in the field of planning and compiling strategic documents of organizations.
Method: In terms of the research philosophy, the present research is influenced by interpretivism; in terms of the logic of the research, it is interrogative because it has been deriving a new framework, pattern, theory, model, or concept from a set of data. The orientation of this research is of a fundamental type, which is to create or discover a new pattern. 
The nature of this research is qualitative because it seeks to understand and find the phenomenon and its related meanings. It is library research because it deals with written documents, including books and articles, and receives data from written records. The purpose of this research is to explain why it is looking for the type of communication between the components of the phenomenon. Finally, the strategy of this research is document analysis. To understand the "reliability" of the research, four general criteria for trustworthiness proposed by Lincoln and Guba such as Credibility, Dependability, Confirmability, and Transferability have been used. Finally, to increase the reliability of the results of this research based on the above four criteria, the mentioned model was also presented in the form of a promotional chair and was exposed to the criticism and opinions of experts. Then, by taking advantage of the experts' considerations, the sophistication and richness of the research findings were added.
Findings: In this model, the basis and reason for existence are proposed under the title of existential philosophy, which is the origin of the organization's missions on the one hand, it is considered to provide the background and the main substance of the organization's vision and the other hand. Also, in this model, the identity, principles, and values ​​of the organization determine the identity and personality of the organization in distinction from its peers and the limitations and beliefs of the organization, which are the origin of the organization's approaches and provide the form and structure of the determining elements of the organization. Therefore, it can be said that the vision of the organization means the possible, desirable, and ambitious goal of the organization in terms of material and content based on the existential philosophy of the organization, and in terms of form and framework, it is influenced by the identity, values ​​, and principles of the organization.
In the presented model, the mission means the current special task and the job of the employees of the organization in such a way that if the organization is asked what it is currently doing? The answer will be the mission of the organization. This concept comes from the philosophy of the existence of the organization, which on the one hand is the origin of the organization's activities and on the other hand, is the material cause of the formation of the organization's strategy. In this model, the approach of the organization means the attitude and the perspective of looking at the mission and the way of entering into its implementation, which is both the origin of the formation of the organization's policies and the supplier of the form and structure of the organization's strategy. Finally, the organization's strategy, which means the direction of the organization's movement toward the vision, provides its material cause from the mission, its formal cause from the organization's approach, its ultimate cause from the organization's vision, and its active cause from the organization's competitive advantages.
The organization's missions are broken down in the form of macro activities, and the organization's strategies are also manifested in the form of short-term and medium-term goals of the organization, which are realized in the form of the organization's plans. The organization's approaches are also determined in the form of the organization's policies, which specify the guidelines for the implementation of programs. Therefore, it can be said that the material cause of the organization's plans is the organization's activities; the policies of the organization determine the forms and framework of the implementation of the organization's plans and the purpose of the organization's plans is to realize the organization's strategies.
Discussion and conclusion: The main concern of this research was the differences and ambiguities that existed in the scientific community and strategic management activists around the guiding elements of the organization. These differences included both the definition and differentiation of these elements from each other and the way they relate to each other, which was not discussed in the background and literature on the subject. Therefore, the innovation of this research was to provide a model of the guiding elements of the organization to distinguish them from each other and to find out how they are related to each other. This innovation creates mental coherence for researchers and managers.
Conflict of interest: There is no conflict of interest in writing this article.