توسعه چارچوب توانمندساز چابکی راهبردی در کسب‌وکارهای دانش‌بنیان فناوری اطلاعات

نوع مقاله : مقاله پژوهشی

نویسندگان

1 استادیار گروه مدیریت- دانشگاه آزاد اسلامی واحد سنندج؛ ایران.

2 کارشناس ارشد مدیریت بازرگانی دانشگاه آزاد اسلامی واحد سنندج. ایران

چکیده

ادبیات گسترده­ای در زمینه چابکی راهبردی در سازمان‌ها ارائه شده است. هر یک از اندیشمندان این حوزه به یکی از ابعاد و جنبه­های چابکی راهبردی اشاره کرده­اند؛ ولی تاکنون یک چارچوب فراگیر از عوامل توانمندساز  چابکی راهبردی و ارتباط بین آنها در کسب و کارهای دانش­بنیان فناوری اطلاعات ارائه نشده است. در این تحقیق ابتدا برمبنای رهیافت تحلیل مضمون از طریق مصاحبه نیمه­ساختار یافته با مدیران شرکت­های دانش­بنیان حوزه فناوری اطلاعات و ارتباطات و نرم­افزارهای رایانه‌ای، مضامین پایه و سازمان­دهنده توانمندساز، شناسایی و در گام بعد با استفاده از متدولوژی الگو‌سازی ساختاری- تفسیری سطوح توانمندسازها در قالب چارچوبی متشکل از هفت عامل و پنج سطح استخراج شد و در نهایت نوع متغیرها با توجه به اثرگذاری و اثرپذیری از سایر متغیرها در قالب تحلیل MICMAC مشخص گردید. نتایج تحقیق نشان می­دهد عامل رهبری اثربخش با میزان قدرت نفوذ هفت، مهم­ترین توانمندساز چابکی راهبردی کسب­وکارهای دانش­بنیان فناوری اطلاعات است. متغیرهای رهبری اثربخش، آینده­نگری راهبردی و منابع منطبق بر چارچوب VRIN در خوشه متغیرهای کلیدی/مستقل قرار گرفتند. خوشه متغیرهای پیوندی شامل: ظرفیت جذب، توانمندی فناورانه و دوسوتوانی سازمانی هستند که از قدرت اثرگذاری و اثرپذیری بالایی برخوردارند. متغیر جهت­گیری کارآفرینی تیمی در خوشه متغیرهای وابسته با کمترین میزان تأثیرگذاری بر سایر متغیرها قرار گرفت. 
 

کلیدواژه‌ها


عنوان مقاله [English]

Develop an Enabling framework for Strategic Agility in IT Knowledge-Based businesses

نویسندگان [English]

  • roya shakeri 1
  • mohammad Reza Ajang 2
1 . Assistant professor of department of management- islamic azad university of sanandaj
2 Master of business management, Sanandaj Branch, Islamic Azad University, Sanandaj, Iran.
چکیده [English]

Extensive literature on strategic agility in organizations has been presented. Each of the thinkers in this field has pointed to one of the dimensions and aspects of strategic agility, but so far a comprehensive framework of strategic agility anabler factors and the relationship between them in the businesses of information technology knowledge based firms has not been provided. In this research, first, based on the content analysis approach through semi-structured interviews with managers of knowledge-based companies in the field of information and communication technology and computer software, basic and organizer themes identified and in the next step with Using structural-interpretive modeling methodology, the levels of enablers were extracted in a framework consisting of seven factors and five levels, and finally the type of variables was determined according to the effectiveness of other variables in MICMAC analysis. The results show that the effective leadership factor with the degree of influence of seven is the most important enabler of strategic agility of knowledge-based IT businesses. The variables of effective leadership, strategic foresight and resources in accordance with the VRIN framework were included in the cluster of key/independent variables. Clusters of linked variables include; Absorption capacity, technological capability and organizational ambidexterity are that have high impact power and effectiveness. The team entrepreneurship orientation variable was included in the cluster of dependent variables with the least impact on other variables.
 

کلیدواژه‌ها [English]

  • Strategic Agility
  • enablers
  • Content Analysis
  • Structural-Interpretive Modeling (ISM)
  • MICMAC Approach
  • الف. منابع فارسی

    ·         ایمان، محمد تقی و نوشادی، محمود رضا (1390)، تحلیل محتوای کیفی، پژوهش، سال سوم، شماره دوم، صص: 15-44.

    ·     آرمان، مانی و شفیعی، محبوبه (1396)، قابلیت‌های رقابتی در شرکت‌های دانش‌بنیان مدلی برای تبیین نقش چابکی استراتژیک و یادگیری استراتژیک، مطالعات مدیریت (بهبود و تحول)، سال بیست و پنجم، شماره 83، صص: 25-50.

    ·     خورشید، صدیقه (1396)، اثر قابلیت‌های چابکی راهبردی و عاطفی سازمان بر کارآفرینی‌گرایی دانشگاه (مطالعه موردی: دانشگاه‌های شهر قم و کاشان)، مدیریت در دانشگاه اسلامی14، سال ششم، شماره 2، صص:  237-262.

    ·     دانایی فرد، حسن و امامی، سید مجتبی (1386)، استراتژی‌های پژوهش کیفی: تأملی بر نظریه‌پردازی داده‌بنیاد، اندیشه مدیریت، سال اول، شماره دوم، صص: 69-97.

    ·     علی‌اکبری، اسماعیل و اکبری، مجید (1396)، مدل‌سازی ساختاری- تفسیری عوامل مؤثر بر زیست‌پذیری کلان‌شهر تهران، برنامهریزی و آمایش فضا، دوره بیست و یکم، شماره 1، صص:1-31.

    ·     نعمتی، محمدعلی؛ همتی، مریم؛ خلقی، ایمان (1392)، طراحی مدل مزیت رقابتی شرکت‌های تولیدی بر مبنای تئوری قابلیت‌های پویا و چابکی راهبردی در راستای توسعه اقتصادی شهر سمنان، فصلنامه اقتصاد و مدیریت شهری، شماره دوم، صص: 75-86.

     

    ب. منابع انگلیسی

    • Ahammad, M.F., Basu, S., Munjal, S., Clegg, J., Shoham, O. (2021). Strategic agility, environmental uncertainties and international performance: The perspective of Indian firms, Journal of World Business, Volume 56, Issue 4.
    • Ahammad, M.F., Glaister, K.W., Gomes, E. (2020). Strategic agility and human resource management, Human Resource Management Review, Volume 30, Issue 1.
    • Ananthram, S. (2016). Asia Pacific Human Resource Management and Organisational Effectiveness, Chapter 5: HRM as a strategic business partner: The contributions of strategic agility, knowledge management and management development in multinational enterprises – empirical insights from India, Pages 87-109.
    • Arbussa, A., Bikfalvi, A. and Marquès, P. (2017). Strategic agility-driven business model renewal: the case of an SME, Management Decision, 55, No. 2, pp. 271-293.
    • Beckman, C.M., Burton, D.M. (2008). Founding the Future: Path Dependence in the Evolution of Top Management Teams from Founding to IPO, Organization Science, 19 (1), pp. 3-24.
    • Clauss, T., Kraus, S., Kallinger, F.L., Bican, P.M., Brem, A., Kailer, N. (2020). Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox, Journal of Innovation & Knowledge, In Press, Corrected Proof.
    • Cunha, M.P.E., Gomes, E., Mellahi, K., Miner, A.S., Rego, A. (2020), Strategic agility through improvisational capabilities: Implications for a paradox-sensitive HRM, Human Resource Management Review, Volume 30, Issue 1.
    • Darroch, J., (2005). Knowledge management, innovation and firm performance. Knowl. Manag. 9 (3), 101–115.
    • Debellis, F., De Massis, A., Petruzzelli, A.M., Frattini, F.,Del Giudice, M.D. (2021). Strategic agility and international joint ventures: The willingness-ability paradox of family firms, Journal of International Management, Volume 27, Issue 1, March 2021, 100739.
    • Demir, R., Campopiano, G., Kruckenhauser, C., Bauer, F. (2021). Strategic agility, internationalisation speed and international success — The role of coordination mechanisms and growth modes, Journal of International Management, Volume 27, Issue 1, March 2021, 100838.
    • Denning, S. (2017). Strategic Agility: using Agile teams to explore opportunities for market-creating innovation, Strategy & Leadership, Vol. 45, No. 3, pp. 3-9.
    • Doz, Y. (2020). Fostering strategic agility: How individual executives and human resource practices contribute, Human Resource Management Review, Volume 30, Issue 1. (ARTICLE IN PRESS)
    • Doz, Y., Kosonen, M. (2008). Fast Strategy: How Strategic Agility Will Help You Stay Ahead of the Game.Wharton School Publishing, Philadelphia, PA.
    • Doz, Y.L. & M. Kosonen. (2008). The Dynamics of Strategic Agility: Nokia's Rollercoaster Experience, California Management Review, 50(3): 95-118.
    • Eesley, C.E., Roberts, E.B. (2012). Are you experienced or are you talented? When does innate talent versus experience explain entrepreneurial performance?, Strategic Entrepreneurship Journal, 6 (3), pp. 207-219.
    • Eisenhardt, K.M., Furr, N.R., Bingham, C.B. (2010). Microfoundations of performance: balancing efficiency and flexibility in dynamic environments. Sci. 21, 1263–1273.
    • Fourné, S., Jansen, J., & Mom, T. (2014). Strategic Agility in MNEs: Managing Tensions to Capture Opportunities across Emerging and Established Markets. California Management Review, 56(3), 13-38. doi:10.1525/cmr.2014.56.3.13.
    • Glaister, K.W., Ahmmad, M.F., Gomes, E. (2015). Strategic agility in human resource management: Call for papers, Human Resource Management Review.
    • Hamel, G. (2007). The Future of Management. Harvard Business School Press, Boston.
    • Hemmati, M., Feiz, D., Jalilvand, M. and Kholghi, I. (2016). Development of fuzzy two-stage DEA model for competitive advantage based on RBV and strategic agility as a dynamic capability, Journal of Modelling in Management, Vol. 11 No. 1, pp. 288-308.

     

    • Iacocca Institute. (1991). 21st Century Manufacturing Enterprise Strategy. Lehigh University, USA.
    • Idris, W.M., Al-Rubaie, M.T. (2013). Examining the impact of strategic learning on strategic agility. Manag. Strategy 4 (2), 70–77.
    • İleri, Y.Y., Soylu, Y. (2010). The concept of competitive advantage as a tool for the agility and organizational structure. Selcuk Univ. Vocat. Sch. Soc. Sci. 13 (1-2), 13–28.
    • Jifri, A., Drnevich, P. and Tribble, L. (2016). The role of absorbed slack and potential slack in improving small business performance during economic uncertainty, Journal of Strategy and Management, Vol. 9 No. 4, pp. 474-491.
    • Kale, E., Aknar, A., Başar, O. (2019). Absorptive capacity and firm performance: The mediating role of strategic agility, International Journal of Hospitality Management, 78, pp. 276-283.
    • Kohtamäki, M., Heimonen, J., Sjödin, D., Heikkilä, V. (2020). Strategic agility in innovation: Unpacking the interaction between entrepreneurial orientation and absorptive capacity by using practice theory, Journal of Business Research, Volume 118, September 2020, Pages 12-25.
    • Kumkale, J. (2016). Organization's tool for creating competitive advantage: Strategic agility, Balkan and Near Eastern Journal of Social Sciences, 2 (3), pp. 118-124.
    • Lengnick-Hall, C.A., Beck, T.E. (2009). Resilience capacity and strategic agility: prerequisites for thriving in a dynamic environment. In: Nemeth, C., Hollnagel, E., Dekker, S. (Eds.), Preparation and Restoration. Ashgate Publishing., Aldershot UK.
    • Lewis, M., Andriopoulos, C., & Smith, W. (2014). Paradoxical Leadership to Enable Strategic Agility. California Management Review, 56(3), 58-77. doi:10.1525/cmr.2014.56.3.58.
    • Li, S., Ragu-Nathan, B., Ragu-Nathan, T. S. and Subba Rao, S. (2006). The impact of supply chain management practices on competitive advantage and organizational performance. Omega, 34(2), 107-124.
    • Lu, Y., Ramamurthy, K, (2011). Understanding the link between information technology capability and organizational agility: an empirical examination. Mis Q. 35 (4), 931–954.
    • Mao, H., Liu, S., Zhang, J. (2013). How the effects of IT capability and knowledge capability on organizational agility are contingent on environmental uncertainty and information intensity. Dev. 31 (4), 358–382.
    • Marqués, D., Simón, P.F.J.G. (2006). The effect of knowledge management practices on firm performance. Knowl. Manag. 10 (3), 143–156.
    • Minin, A.D., Frattini, F., Bianchi, M., Bortoluzzi, B., Piccaluga, A. (2014). Udinese Calcio soccer club as a talents factory: Strategic agility, diverging objectives, and resource constraints, European Management Journal, Volume 32, Issue 2, Pages:319-336.
    • Nyamrunda, F.C., Freeman, S. (2021). Strategic agility, dynamic relational capability and trust among SMEs in transitional economies, Journal of World Business, Volume 56, Issue 3, April 2021, 101175.
    • Okhuysen, G.A., Eisenhardt, K.M. (2002). Integrating knowledge in groups: How formal interventions enable flexibility, Organization Science, 13 (4), pp. 370-386.
    • Oosthuizen, M. and Scheepers, C. (2018). Strategic foresight for organizational agility at Nedbank Area Collaboration, Emerald Emerging Markets Case Studies, Vol. 8 No. 1.
    • Rohrbeck, R., Gemünden, H.G. (2011). Corporate foresight: its three roles in enhancing the innovation capacity of a firm. Forecast. Soc. Chang. 78 (2), 231–243.
    • Roth, A. (1996). Achieving strategic agility through Economies of Knowledge, Planning Review, Vol. 24, No. 2, pp. 30-36.
    • Sambamurthy, V., Bharadwaj, A., Grover, V. (2003). Shaping agility through digital options: reconceptualizing the role of it in contemporary firms. Mis Q. 27 (2), 237–263.
    • Sherehiy, B., Karwowski, W., Layer, J.K. (2007). A review of enterprise agility: Concepts, frameworks, and attributes, International Journal of Industrial Ergonomics, 37 (5), pp. 445-460.
    • Shin, H., Lee, J.N., Kim, D., Rhim, H. (2015). Strategic agility of Korean small and medium enterprises and its influence on operational and firm performance, International Journal of Production Economics, 168, pp. 181-196.
    • Soule, B.M. (2002). From vision to reality: Strategic agility in complex times, American Journal of Infection Control, Volume 30, Issue 2, Pages 107-119.
    • Tallon, P.P., Pinsonneault, A. (2011). Competing perspectives on the link between strategic information technology alignment and organizational agility: Insights from a mediation model, MIS Quarterly, pp. 463-486.
    • Ustasüleyman, T. (2008). A structural model suggestion about the effect of agility on firm’s performance, Gazi University. Econ. Admin. Sci. Faculty 10 (2), 161–178.
    • Vagnoni, E.and Khoddami, S. (2016). Designing competitivity activity model through the strategic agility approach in a turbulent environment, Foresight, Vol. 18 No. 6, pp. 625-648.
    • Vecchiato, R. (2012). Str Brueller ategic foresight and environmental uncertainty: a research agenda. Foresight 14 (5), 387–400.
    • Vecchiato, R. (2015). Creating value through foresight: First mover advantages and strategic agility, Technological Forecasting and Social Change, Volume 101, Pages 25-36.
    • Vecchiato, R., Roveda, C. (2010). Strategic foresight in corporate organizations: assessing the effect and response uncertainty of technology and social drivers of change. Forecast. Soc. Chang. 77 (9), 1527–1539.
    • Weber, Y., & Tarba, S. (2014). Strategic Agility: A State of the Art: Introduction to the Special Section on Strategic Agility. California Management Review, 56(3), 5-12. doi:10.1525/cmr.2014.56.3.5.
    • Weber, Y., Tarba, S.Y. (2014). Strategic agility: A state of the art, California Management Review, 56 (3), pp. 5-12.
    • Xing, Y., Liu, Y., Boojihawon (Roshan), D.K., Tarba, S. (2020). Entrepreneurial team and strategic agility: A conceptual framework and research agenda, Human Resource Management Review, Volume 30, Issue 1.

     

    • Yusuf, Y. Y., Gunasekaran, A., Musa, A., Dauda, M., El-Berishy, N. M. and Cang, S. (2012). A relational study of supply chain agility, competitiveness and business performance in the oil and gas industry, International Journal of Production, Economics, In press.
    • Zhou, K.Z., Wu, F. (2010). Technological capability, strategic flexibility, and product innovation, Strategic Management Journal, 31 (5), pp. 547-561.