عنوان مقاله [English]
Aim and introduction: One of the effective factors in the economic growth of countries is addressing the development dimensions of Small and medium-sized enterprises (SMEs), which nowadays are exist in a wide range of industries and manufacturing and service activities. Value creation of these businesses in the development of the industrial economy of the country and some critical factors such as the SME’s role in job creation and currency has led to a special look at improving the SMEs situation and providing various models consider to greater productivity and profitability. Regarding to creating synergy through cooperation is a new perspective that can be used in this field. Strategic alliance is a common type of cooperation in various dimensions of businesses aims to maximize the interests of all parties to provide a new synergy capacity between factories and companies in different industries. The purpose of this study is to investigate the feasibility of the accomplishment of this issue / problem among the range of Meybod tile companies.
Methodology: This study in terms of typology is developmentally and qualitatively and descriptive in nature.
The method of data collection of this research is through library studies, lived experience of researchers, direct contact and interviews with government officials as well as managers and staff of Meybod tile factories. To analyze the research data, a focus group consisting of management experts who have lived experience in active collections of the tile industry has been used, the output of which has been the main research model. Also, to validate the model, the opinions of expert groups consisting of experts in the field of strategic management were used and finally the necessary approval was obtained. Then, a questionnaire containing the dimensions and elements of the model and the corresponding explanations of each was designed and presented to Meybod tile industry activists to assess the situation of this industry based on the designed model from their point of view.
Findings: This research model includes three dimensions including "strategic depth of alliance", "degree of alliance in terms of operational value" and "necessary infrastructure for alliance", which are effective components in forming or strengthening each of these dimensions of strategic alliance. Some Factors that affect the degree of alliance in operational value aspect include agreeing on product pricing, sharing each company''s production volume, product and market sharing among members, and joint technology transfer and development. Factors such as intellectual alignment, strategic vision, mutual trust, technological similarities and production methods, relationship and conflict management, senior management cooperation, structural and capital affinities, and the experience of cooperation were also factors that overshadowed the necessary infrastructure for cooperation in Meybod tile industry. Finally, with according to quantity and quality of the components mentioned in the previous two dimensions, the strategic depth of alliance between Kashi Meybod companies is step by step, including identification of alliance opportunities, analysis of strategic alliance bottlenecks, partial alliance formation, comprehensive alliance formation and sustainable alliance.
Discussion and Conclusion: The data Analysis shows the most fundamentally infrastructure weakness in or threshold competencies to enter the alliance among ceramic & tile companies is to consider to the field of strategy among these companies and then, the categories of relationship management, conflict management and trust between these companies. In terms of the degree of alliance, agreement on product pricing and action to conduct joint research and development in Meybod tile companies were identified as one of the most groundbreaking operational dimensions. In the third dimension of the model, which examines the depth of strategic alliance, according to the research results, along with the experimental observations of authors and interviews with industry activists, there is not much strategic alliance and therefore no specific depth can be considered.
Also, environmental bottlenecks in organizational and managerial dimensions is the biggest challenge that has been placed on the formation of strategic alliances in Meybod tile companies, and then the economic and cultural bottlenecks deserve attention from Meybod tile companies, respectively. Also, scientific studies and field observations indicate that the managers of Meybod ceramic & tile companies are seriously concerned about the atmosphere of ambiguity and generally uncontrollable components in the alliance, which can also be found in the use of partner management mechanisms in the alliance.