نوع مقاله : پژوهشی
1 دانشگاه علامه طباطبایی
2 دانشگاه علامه طباطبائی
عنوان مقاله [English]
Aim and Introduction: Given the competitive nature of today's business and knowledge-based economy and increasing the efficiency of knowledge and information, knowledge-based organizations are of particular importance. Field studies show that the majority of knowledge-based companies have low competitiveness and the results of the performance of knowledge-based companies in Iran show that most of these companies face the problem of competition with other companies. In order to survive in today's competitive environment, these organizations, due to their nature, need constant improvement, which is one of the methods of re-engineering previous business models and innovating new models; in other words, the search for competitive advantage based on the acquisition of value from innovation in the business model. Therefore, it can be concluded that just having a business model is not a guarantee for the success of organizations. It should be noted that what is necessary is to maintain and continuously optimize it throughout the life of the organization that the organization can benefit from elements such as exploratory learning and strategic agility to advance this issue. Since knowledge-based companies are recognized as the main agents of commercialization and innovation in developing countries, having innovation in the business model in line with environmental changes is one of the main success factors and a mechanism for creating competitive advantage in knowledge-based companies in changing environments. It is now recognized that having a comprehensive and dynamic business model is essential. The aim of the this study is to provide a conceptual framework to companies to help them achieving business model innovation using exploratory learning and strategic agility.
Methodology: This research is cross-sectional in terms of time, quantitative in terms of approach, applied research in terms of purpose, and a descriptive-survey in terms of how information is collected. The statistical population of the research is the knowledge-based companies located at the Science and Technology Park of the University of Tehran. Data collection about these organizations has been done by senior and middle managers of the mentioned organizations; thus, 280 questionnaires have been distributed among the managers of 120 companies, and finally, data analysis with 232 returned questionnaires has been performed on 120 organizations. To answer the research questions, different statistical methods and tests were used by using SPSS22 and SMART PLS3 softwares as follows: confirmatory factor analysis was applied to confirm the validity of the questions and characterize the key factors of each component, and structural equation modeling technique has been used to investigate the fitness of the research model with the collected data. To evaluate the validity of the questionnaire, face, content and structural validity was used. The face and content validity was under the supervision of supervisors and the construct validity was through confirmatory factor analysis, convergent validity and divergent validity. Combined reliability, Cronbach's alpha coefficient and factor loading coefficient were used to assess the reliability of the questionnaire.
Findings: After interpreting the data, the research hypotheses and the described relationship between the variables of the research model were confirmed. Based on the results, strategic agility as a mediator has a positive effect on the relationship between exploratory learning and business model innovation, and this shows that if the company wants to implement business model innovation, a wise choice can be improving strategic agility with the help of exploratory learning. Companies must actively encourage employees to acquire information and knowledge from customers, partners, competitors, and institutions and promote knowledge flow. The more agile the organization, the more it absorbs the knowledge gained through exploratory learning and thus promotes business model innovation. By comparing the findings of this study and previous researches, it can be inferred that the results of this research are consistent with the researches of Clauss et al. (2019) and Liao et al. (2019). Further, in studies such as Zhao & Jie (2018), Bao, Cheng, and Zhang (2016), Schneider and Spieth (2014), and Abbasi and Fattahian (1396) that the studied variables are somewhat different, the results overlap with the results of the present study.
Discussion and Conclusion: This study tries to expand the research literature, especially the Iranian's research literature in the field of business model innovation and its relationship with exploratory learning and strategic agility. Since no research has so far specifically examined the impact of exploratory learning on business model innovation, the findings of this study can be a new step in expanding the foundations of business model reengineering methods. In addition, considering the special importance of knowledge-based organizations in the economy and the need to maintain and continuously optimize their business models, the use of analysis and interpretations based on these organizations will play an important role in increasing their competitive advantage.
Finally, according to the results of this study, suggestions at the managerial and research level can be made as follows:
Since exploratory learning has a positive effect on business model innovation and strategic agility, it is suggested that the knowledge acquired in knowledge-based companies should always be categorized and institutionalized. Moreover, by participating in collaborative knowledge creation projects, we can provide the ground for exploratory learning in the organization. In order to acquire knowledge from external sources and beyond the current market of the organization, the educational and training needs of employees should be continuously monitored, and specialized and applied courses appropriate to the job and organizational context should be provided for them. In addition, due to the positive and significant impact of strategic agility on business model innovation, knowledge-based organizations can increase their ability to respond to environmental changes with more careful planning and more flexible organizational arrangements to pave the way for business model innovation. It is also recommended that business processes and revenue structure be continuously evaluated and improved if necessary.
Since knowledge-based organizations operate in a competitive and innovative environment, the innovation rate in the business model is expected to be high, so in order to measure the generalizability of the proposed model, more research is needed in different organizational structures like other manufacturing and service sectors, both governmental and non-governmental. It is suggested that another study be conducted to identify and rank the factors affecting exploratory learning using the methods of multi-criteria decision-making techniques. Moreover, to generalize the obtained results to higher levels, the present model should be examined with a wider statistical sample.