مدل راهبرد کسب‌وکار مبتنی بر عوامل زیرساختی و قابلیت‌های دانشی

نوع مقاله : پژوهشی

نویسندگان

1 دانشجوی دکتری گروه مدیریت بازرگانی، واحد سمنان، دانشگاه آزاد اسلامی، سمنان، ایران

2 استاد مدیریت بازرگانی، دانشکده مدیریت و حسابداری، دانشگاه شهید بهشتی، تهران، ایران

3 استادیار گروه علوم اقتصادی، واحد سمنان، دانشگاه آزاد اسلامی، سمنان، ایران

چکیده

در شرایط متغیر و نامطمئن کنونی، بانک­ها باید منابع ملموس و ناملموس و قابلیت­های درونی خود را گسترش داده تا بتوانند به تغییرات محیطی پاسخ دهند. لذا در صورتی می­توانند به اهداف کلان و بلند مدت دست یابند که برنامه راهبردی مدونی داشته باشند. در این پژوهش محقق به ارائه الگویی برای تبیین راهبرد کسب‌وکار با عوامل زیرساختی و قابلیت‌های دانشی بر عملکرد اقتصادی بانک به روش داده بنیاد پرداخته است. بر این اساس نمونه این پژوهش، کنشگران و صاحب‌نظران حوزه بانکداری کشور هستند که از میان مدیران ارشد اجرایی حوزه بانکداری مستقر در کلان شهر تهران برگزیده شده اند. نمونه نظری مورد مصاحبه بر اساس روش نمونه­گیری نظری و با استفاده از روش گلوله برفی، ابتدا از تعداد 6 نفر نمونه هدفمند اولیه پژوهش و در نهایت از 19 نفر مصاحبه به عمل آمد تا اینکه محقق به اشباع پاسخ‌ها رسید. یافته‌های اصلی پژوهش در دو بخش الگوی حاصل از نظریه داده‌بنیاد و مدل تبیینی تحقیق ارائه شده است. در این دو الگو و مدل بر عوامل داخلی مؤثر بر بهره‌وری مانند نیروی انسانی­، سرمایه‌های فکری و بستر و ساختار فناوری، تاکید شده است، تا بتوانند ارتقای بهره‌وری مدیریت دانش بانک و عملکرد اقتصادی را فراهم آورند.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Business strategy model based on infrastructure factors and knowledge capabilities

نویسندگان [English]

  • Bahareh Behzadi 1
  • Mohammad Reza Hamidizadeh 2
  • Maryam Khoshnevis 3
1 Department of Managment, Semnan Branch, Islamic Azad University, Semnan, Iran
2 Prof. Shahid Beheshti University, Faculty of Management and Accounting, Tehran, Iran.
3 Department of Managment, Semnan Branch, Islamic Azad University, Semnan, Iran
چکیده [English]

In the current volatile and uncertain environment, banks need to expand their tangible and intangible resources and internal capabilities to respond to environmental changes. Therefore, Banks can achieve big and long-term goals if they have a written strategic plan. In this research, the researcher has provided a model to explain the business strategy with infrastructure factors and knowledge capabilities on the economic performance of the banks by using the grounded theory. Based on this, the sample of this research is the actors and experts in the field of banking in the country who selected from among the senior executives of the banking field located in the metropolis of Tehran. The sample to be interviewed Based on the theoretical sampling method and using the snowball method, first 6 people used as the primary purposive sample of the research and finally 19 people interviewed until the researcher reached theoretical saturation. The main findings of the research presented in two parts: pattern and model. These two findings emphasizes the internal factors affecting productivity such as work force, intellectual capital and technology context and structure. By using those findings, it expects the productivity of bank knowledge management and economic performance would be increment.

کلیدواژه‌ها [English]

  • Business strategy
  • infrastructure factors
  • knowledge capability
  • Economic Performance

مراجع

  1. Acuña-Carvajal, F., Pinto-Tarazona, L., López-Ospina, H., Barros-Castro, R., Quezada, L., & Palacio, K. (2019). An integrated method to plan, structure and validate a business strategy using fuzzy DEMATEL and the balanced scorecard. Expert Systems with Applications, 122, 351-368.
  2. Carrigan, M. (2015). Old Spice - Developing Successful Relationships with the Grey Market. Long Range Planning, 32(2), April, 235-262.
  3. Danso, A., Adomako, S., Amankwah‐Amoah, J., Owusu‐Agyei, S., & Konadu, R. (2019). Environmental sustainability orientation, competitive strategy and financial performance. Business Strategy and the Environment, 28(5), 885-895.
  4. Dayan, R., Heisig, P., & Matos, F. (2017). Knowledge management as a factor for the formulation and implementation of organization strategy. Journal of Knowledge Management, 21(2), 308–329.
  5. Donnellan, J., & Rutledge, W. L. (2019). A case for resource‐based view and competitive advantage in banking. Managerial and Decision Economics, 40(6), 728-737.
  6. Egena Odea, & Rajenthyran Ayavo (2020). a Department of Business Management, Benue State University, Makurdi, Nigeria b Manchester Institute of Innovation Research, University of Manchester, Booth St. W, Manchester, M15 6PB, United Kingdom.
  7. Hall, P. (2018). Great Planning Disasters. Berkeley and Los Angeles: University of California Press.
  8. Hussaini, A. (2019). Organizational management through strategic planning and financial practices: An empirical assessment from business firms of Kuwait. Management Science Letters, 9(5), 713-726.
  9. Jock, S. J. (2019). Strategic Plan Implementation among Small and Medium Enterprises in Khartoum, Sudan.  Doctoral dissertation, United States International University-Africa.
  10. Khowak, Z. (2018). Investigating the effect of alignment of business strategy and human resource management strategy with knowledge management strategy on the effectiveness of knowledge management (Case study: Homa Hotels Group). MSc Thesis. Shandiz Higher Education Institute. Tourism Management Group.
  11. Lashgari, Mohammad, Sami, Abolfazl, & Ershadi, Zahra. (2014). Assess competitive strategies and organizational performance. Journal of Strategic Management Studies, 5 (17), 39 - 39.
  12. Lin, Y. T., Yang Y. H., Kang, J. S., Yu, H. C. (2011). Using DEMATEL method to explore the core competences and causal effect of the IC design service company: An empirical case study. Expert Systems with Applications, 38(5), 6262–6268.
  13. Liu, C. H., Chang, A. Y. P., Horng, J. S., Chou, S. F., & Huang, Y. C. (2020). Co-competition, learning, and business strategy for new service development. The Service Industries Journal, 40(7-8), 585-609.
  14. Mark Paul Sallos, Alexeis Garcia-Perez, Denise Bedford, & Beatrice Orlando. (2019). Strategy and organisational cybersecurity: a knowledge-problem perspective.Journal of Intellectual Capital,Vol. 20(4), 581-597.
  15. Moseley III, & G. B. (2017). Managing health care business strategy. Jones & Bartlett Learning.
  16. Mousavi, Majid, & Ghorbani Zadeh, Hassan. (2018). the Role of Knowledge Management in the Creation of E-Business Strategy. National Conference of Management and Electronic Business.
  17. Muthuveloo, R., Shanmugam, N., & Teoh, A. P. (2017). The impact of tacit knowledge management on organizational performance: Evidence from Malaysia. Asia Pacific Management Review, 22(4), 192–201.
  18. Nadeem, A., Abedin, B., Cerpa, N., & Chew, E. (2018). Digital transformation & digital business strategy in electronic commerce the role of organizational capabilities. Journal of theoretical and applied electronic commerce research, 13(2), i-viii.
  19. Pao.-H, Fu, Lo, F.-Y. (2016). The interaction of chief executive officer and top management team on organization performance. Journal of Business Research, 69(6), 2182–2186.
  20. Park, Y., & Mithas, S. (2020). Organized Complexity of Digital Business Strategy: A Configurational Perspective. MIS Quarterly, 44(1).
  21. Raisee, E. (2018). Identify and prioritize the effective factors in the success of international business strategy using fuzzy hierarchical analysis technique (Case study: Selected exporting companies in Bushehr province). MSc Thesis. Islamic Azad University of Marvdasht. Faculty of Education and Psychology.
  22. Ram, S., & Samir, I. T. (2018). Competitor analysis practices of U.S. companies. empirical investigation.
  23. Rossmann, D. (2019). Creating an organizationally embedded strategic communication plan for libraries. Library Leadership & Management, 33(2), 1-17.
  24. Rostami NourozAbad, Mujtaba; Salavati, Adel; Kamangar, Farzad; Lameh, Saman (2019). Systems thinking and the deployment of knowledge management. Journal of Strategic Management Studies, 5 (18), 73 - 99.
  25. Schulz, M, & Jobe, L. A. (2013). Codification & tacitness as knowledge management strategies: an empirical exploration. The Journal of High Technology Management Research. 12(1), 139-165.
  26. Sheng, M. L. (2019). Foreign tacit knowledge and a capabilities perspective on MNEs’ product innovativeness: Examining source-recipient knowledge absorption platforms. International Journal of Information Management, 44, 154–163.
  27. Tayebi Abolhasani, Amirhossein; Daneshvar Deylami, Mohammadreza; Asadi Khanghah, Shirin. (2020). Impact of Knowledge adsorption capacity on strategic innovation with respect to the role of strategic flexibility and strategic flexibility. Journal of Strategic Management Studies, 11 (42), 189 - 212.
  28. Uzarski, D., & Broome, M. E. (2019). A leadership framework for implementation of an organization's strategic plan. Journal of Professional Nursing, 35(1), 12-17.
  29. Young, M. (2009). A model of change. Journal of Organizational Change, 22(5), 524- 548.
  30. Yuan, Y., Lu, L. Y., Tian, G., & Yu, Y. (2020). Business strategy and corporate social responsibility. Journal of Business Ethics, 162(2), 359-377.
  31. Zekic, M & Has, A. (2015). Data mining as support to Knowledge Management in Marketing. Business Systems Research. Vol 6(2).
  32. Zhang, Y., Liu, S., Tan, J., Jiang, G., & Zhu, Q. (2018). Effects of risks on the performance of business process outsourcing projects: The moderating roles of knowledge management capabilities. International Journal of Project Management, 36(4), 627–639.
فصلنامه مطالعات مدیریت راهبردی
دوره 11، شماره 44
دی 1399
صفحه 131-148

فایل ها

سابقه مقاله

  • تاریخ دریافت: 15 آبان 1399
  • تاریخ بازنگری: 03 آذر 1399
  • تاریخ پذیرش: 27 آذر 1399
  • تاریخ اولین انتشار: 27 آذر 1399

اشتراک گذاری

ارجاع به این مقاله

آمار