ارائه الگوی شرایط و الزامات پیاده‌سازی استراتژی باز

نوع مقاله : پژوهشی

نویسندگان

1 استادیار، دانشگاه حضرت معصومه، قم، ایران

2 دانش آموخته کارشناسی ارشد، دانشگاه حضرت معصومه، قم، ایران

چکیده

با توجه به تغییر روند استراتژی، تغییر و تحول سریع دانش و کارآمدی کمتر رویکردهای سنتی به استراتژی، لازم است تا سازمان‌ها برای بقاء به جمع­آوری پیوستۀ داده­‌های مناسب از محیط خارجی و داخلی و تبدیل آن­ها به استراتژی­هایی کارآمد اقدام کنند و رویکرد جدیدی را در پیاده­سازی استراتژی­‌های خود اتخاذ نمایند. استراتژی باز، رویکردی برای گشودن مرزهای مستحکم سازمان و به جریان انداختن دانش از طریق ذی‌نفعان داخلی و خارجی است تا سازمان‌ها از این طریق بتوانند با افزایش مشارکت و شفافیت اطلاعات و استفاده از ابزارهای فناوری اطلاعات به ایده‌­های استراتژیک بیشتر و کارآمدتری دست پیدا کنند. به‌کارگیری این رویکرد الزامات خاصی را می­طلبد. از این‌رو هدف این پژوهش شناسایی الزامات پیاده­‌سازی استراتژی باز در قالب الگویی نظام­مند است. در این راستا تحقیق از نظر فلسفه­ پژوهش تفسیری و توسعه­‌ای است. رویکرد آن استقرایی، روش­شناسی کیفی و روش گردآوری داده‌­ها میدانی و کتابخانه‌­ای است. راهبرد این پژوهش نظریه داده‌­بنیاد است و با بهره­‌گیری از رویکرد ظاهرشونده (گلیزری) که از طریق مصاحبه عمیق با 12 نفر از خبرگان برنامه‌­ریزی استراتژیک صورت گرفت. یافته­‌ها شامل 9 مقوله (توافق استراتژیک، بازنگری استراتژیک، فرآیندسازی جذب ایده، فرهنگ‌­سازی استراتژیک، گفتمان­سازی استراتژیک، شناخت استراتژیک، فناوری­‌های ارتباطی استراتژیک، آمادگی و حمایت استراتژیک و تناسب استراتژیک) است. در نتیجه سازمان‌ها با شناخت این الزامات می‌­توانند زمینه­‌ای را برای پیاده‌سازی استراتژی باز فراهم آورند و در این زمینه تصمیمات لازم و مناسب با این رویکرد را اتخاذ نمایند.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Presenting the conditions and requirements pattern for the implementation of open strategy

نویسندگان [English]

  • Mohammad Talari 1
  • Marzie Azarbayejani 2
1 Assistance Professor, Hazrat-e Masoumeh University, Qom, Iran
2 MA Graduated, Hazrat-e Masoumeh University, Qom, Iran
چکیده [English]

Introduction: Entering the fourth generation of industries with the advent of transformational technologies and the wider use of the Internet and information technology has led organizations to become more and more open approaches in various fields. An open approach to strategy using the IT infrastructure and with the aim of increasing transparency and attracting more participation of stakeholders inside and outside the organization offers a new discourse of strategy creation [40]. Open strategy puts aside all traditional boundaries of the organization and moves in a clear direction with a new approach. This strategy refers to strategic methods that are mostly comprehensive and transparent and include a wider range of internal and external actors than closed and traditional methods of strategy development [49]. In fact, this view of open strategy states that open strategy is a dynamic set of methods that enable internal and external factors of the organization to have more transparency, cooperation and flexibility, and more balance and scope. To be achieved within the organization as well as outside the organization [48].
Methodology: In order to obtain research objective, a qualitative approach used. The strategy of this research is grounded theory and the purpose of descriptive research and data collection method is semi-structured interview. The statistical population of the research is experts in the field of strategic management who have experienced at least once in strategic planning projects. The sampling method is purposeful and theoretical. In this method, the coding process begins immediately after the first interview and based on that, it decides where and who obtained the next data to develop the emerging theory [16]. Based on the coding done in the tenth interview, we reached a theoretical saturation, but to ensure the interviews continued until the 12th interview.
Results and Discussion: Research results show the increasing stakeholder participation and involvement in strategic planning processes can create 1) new knowledge, 2) strategy acceptance and 4) strategy commitment to implementation.  Then the quality of strategic decisions will be upgrade, but the implementation of this approach within the organization and different levels of strategy are definitely a challenging task for organizations [41] and require special requirements inside and outside the organization. Results show that the central category of research is the implementation of open strategy, which includes a set of conditions and requirements for the implementation of open strategy that need to realized for the proper implementation of this strategy. These requirements include the following: Strategic agreement, strategic review, idea acquisition process, strategic culture building, strategic discourse building, strategic cognition, and development of appropriate communication technologies, strategic preparation and support, strategic fit.
Conclusion: The purpose of this study is to identify the requirements for the implementation of open strategy, which has stated the necessary conditions for the implementation of open strategy. In this research, using the apparent approach (Glaser) and through interviews with research experts, 9 categories (strategic agreement, strategic review, idea acquisition process, strategic culture building, strategic discourse, strategic cognition, and strategic communication technologies), Strategic readiness and support, and strategic appropriateness) extracted as requirements for the implementation of open strategy. These categories include 19 components and 80 open codes. Involvement of internal and external stakeholders can provide the conditions for successful implementation by implementing a clear understanding of the requirements and conditions for the implementation of open strategy and the importance of these conditions in the process of opening organizations. Open strategy, through information transparency within the organization, stakeholder participation and cooperation and the use of information technology tools, witness the alignment with environmental changes, improve the overall quality of decisions, better management, balance of development and implementation Strategies, improving innovation processes and improving the overall performance of the organization. Managers can lead to a sustainable competitive advantage in organizations with a strategic process. Research in this area often focuses on the concept of open strategy [7, 52] and its challenges and benefits [1, 4], and less research has been done on the requirements of open strategy implementation. In their research, Amrollahi and Rolandes (2015) and (2018) sought to design a method for open strategy planning that is consistent with the present study in terms of the process approach they have in their research. Dubois and Kepler (2017) in their study emphasize the opening of strategy through communities that supports the process of strategic discourse in this study.

کلیدواژه‌ها [English]

  • Open strategy
  • Strategy implementation
  • Strategic discourse
  • Strategic cognition
  • Strategic communication technologies

مراجع

  1. Adobor, H. (2019). Opening up strategy formulation: Benefits, risks, and some suggestions. Business Horizons, 62(3), 383-393.
  2. Amrollahi, A., & Rowlands, B. (2017). Collaborative open strategic planning: a method and case study. Information technology & people.‏ 30(4), 832-852.
  3. Amrollahi, A., & Rowlands, B. (2018). OSPM: A design methodology for open strategic planning. Information & Management, 55(6), 667-685.
  4. Appleyard, M. M., & Henry, W. Ch. (2017). The dynamics of open strategy: from adoption to reversion. Long Range Planning, 50 (3), 310–21.
  5. Brielmaier, C., & Friesl, M. (2021). Pulled in all directions: Open strategy participation as an attention contest. Strategic Organization, 14761270211034515.‏
  6. Baptista, J., Wilson, A.D., Galliers, R.D., & Bynghall, S. (2017). Social media and the emergence of reflexiveness as a new capability for open strategy. Long Range Planing. 50(3), 322-336.
  7. Birkinshaw, J. (2017). Reflections on open strategy. Long Range Planning, 50(3), 423-426.‏
  8. Chesbrough, H. (2003). Open innovation: The new imperative for creating and profiting from technology. Boston: Harvard Business School Press
  9. Chia,Robert, Ch., & Holt, R. (2009). Strategy without design:The silent efficacy of indirect Action.Cambridge University Press.‏
  10. Collier, N., Fishwick, F., & Floyd, S.W. (2004). Managerial involvement and perceptions of strategy process. Long Range Planning, 37(1). 67–83. Concepts: are they recognised by management students? E+M Ekonomie a Management, (1), 43.
  11. David, P. A. (1998). Common agency contracting and the emergence of “Open science” institutions. American Economic Review, 88(2), 15–21.
  12. Dobusch, L., Dobusch, L., & Müller-Seitz, G. (2019). Closing for the benefit of openness? Organization Studie, 40(3), 343-370.
  13. Dobusch, L., & Kapeller, J., (2017) Open strategy-making with crowds and communities: Comparing Wikimedia and Creative Commons, LongRangePlanning 51(4), 561-579.
  14. Doz, Y., & Kosonen, M. (2008). The dynamics of strategic agility: Nokia's rollercoaster experience. California Management Review, 50(3), 95-118.
  15. Gegenhuber, T., & Dobusch, L. (2017). Making an Impression Through Openness: How Open Strategy-Making Practices Change in the Evolution of New Ventures. Long Range Planning, 50(3), 337–354.
  16. Glaser, B., & Strauss, A. (1967). The discovery of grounded theory, Aldine Publishing Company. Chicago.
  17. Glaser, B. (1998). Doing grounded theory: Issues and discussions, Sociology Press. Mill Valley, CA.
  18. Glaser, B. G. (2008). Conceptualization: On theory and theorizing using grounded theory, International Journal of Qualitative Methods, 1(2), 23-38.
  19. Glaser, B. G. (1978). Theoretical sensitivity: Advances in the methodology of grounded theory, Sociology Press Mill Valley, CA.
  20. Glaser, B. G., & Holton, J. (2007). Remodeling grounded theory, Historical Social Research/Historische Sozialforschung. Supplement, 1(32), 47-68.
  21. Glaser, B., & Hon, G. (2005). Staying open: the use of theoretical codes in GT, The Grounded Theory Review, 5(1), 1-20.
  22. Gordon, A.S. (2004), The representation of planning strategies, Artificial Intelligence, 7, 287-305.
  23. Hardy, C., Lawrence, T. B., & Phillips, N. (2006). Swimming with sharks: Creating strategic change through multi-sector collaboration. International Journal of Strategic Change Management, 1(1–2), 96–112.
  24. Hautz, J. (2017). Opening up the strategy process–a network perspective. Management Decision, 55(9), 1956-1983.
  25. Hautz, J., Seidl, D., & Whittington, R. (2017), Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50 (3), 298—309.
  26. Heracleous, L., Gößwein, J., & Beaudette, P. (2018). Open strategy-making at the Wikimedia Foundation: A dialogic perspective. The Journal of Applied Behavioral Science, 54(1), 5–35.
  27. Huijboom, N., & Van Den Broek, T. (2011). Open data: An international comparison of strategies. European Journal of ePractice, 12(1), 4–16.
  28. Hutter, K., Nketia, B. A., & Füller, J. (2017). Falling short with participation — different effects of ideation, commenting, and evaluating behavior on open strategizing, Long Range Planning, 50(3), 355-370.
  29. Janssen, M., Charalabidis, Y., & Zuiderwijk, A. (2012). Benefits,adoption barriers and myths of open data and open government. Information Systems Management, 29(4), 258–268.
  30. Kerr, N. M. (2011). Creating a protective picture: A grounded theory of how medical-surgical nurses decide to follow a "charting-by-exception policy on a day-to-day”, patient-by-patient basis, Doctor of Philosophy, the State University of New Jersey.
  31. Ketchen, J.R. & Guinipero, L. (2004). The strategic management and supply chain management. Industrial Marketing Management, 44, 51 – 56.
  32. Lakhani, K.R., Lifshitz-Assaf, H., & Tushman, M.L. (2013) Open innovation and organizational boundaries: the impact of task decomposition and knowledge distribution on the locus of innovation. In:Grandori, A.(Ed.), Handbook of Economic Organization: Integrating Economic and Organization Theory. Edward Elgar Publishing, Northampton, MA, 355–382.
  33. Luedicke, M. K., Husemann, K. C., Furnari, S., & Ladstaetter, F. (2017). Radically open strategizing: How the premium cola collective takes open strategy to the extreme. Long Range Planning, 50(3), 371–384.
  34. Mack, D. Z., & Szulanski, G. (2017). Opening up: how centralization affects participation and inclusion in strategy making. Long Range Planning, 50(3), 385-396, of Management 20: S1, S9–S24.
  35. Mainardes, E.W., Ferreira,J. J., & Raposo, M.L. (2014). Strategy and strategic management. Business Administration and Management, 17(1), 43-61.
  36. Malhotra, A., Majchrzak, A., & Niemiec, R. M. (2015). Using public crowds for open strategy formulation: Mitigating the risks of knowledge gaps, Long Range Planning, 50(3), 397-410.
  37. Matzler, K., Fuller, J., Koch, B., Hautz, J., & Hutter, K. (2014). Open Strategy – A New Strategy Paradigm? In Strategie und Leadership. Wiesbaden: Springer, 37–55. St Paper Proceedings. New York: Academy of Management.
  38. Mintzberg, N. (1987). Crafting strategy. Harvard business review, July/August.
  39. Morton, J. (2017). Legitimation through openness: managing organisational legitimacy through open strategy in a pluralistic. A Doctoral Thesis submitted in partial fulfilment of the requirements for the award of Doctor of Philosophy of Loughborough University
  40. Morton, J., Wilson, A. D., & Cooke, L. (2020). The digital work of strategists: Using open strategy for organizational transformation. The Journal of Strategic Information Systems, 29(2), 101613.
  41. Mount, M. P., Clegg, S. R., & Pitsis, T. S. (2020). Conceptualizing the ‘de’–materializing characteristics of internal inclusion in crowdsourced open strategy.Long Range Planning, 53(5), 101986.‏
  42. Neeley, T., & Leonardi, P. (2018). Enacting knowledge strategy through social media use: The paradox of non-work interactions. Strategic Management Journal, 39(3), 922–946.
  43. Nketia, B. A. (2016). The influence of open strategizing on organizational members’ commitment to strategy. Procedia-Social and Behavioral Sciences, 235, 473-483. Nursing Administration 39(4) 152–55. Oaks, CA: Sage Publications, Inc. on TOPSIS and Shannon entropy methods. Ecological Indicators, 89, 269-280.
  44. Pfister,J. A.Jack, S. L., & Darwin, S.N. (2017). Strategizing open innovation:How middle managers work with performance indicators. Scandinavian Journal of Management, 33(3), 139 150.
  45. Pittz, T. G., & Adler, T. (2016). An exemplar of open strategy: Decision-making within multi-sector Management Decision, 54(7), 1595–1614.
  46. Quick, K. S., & Feldman, M. S. (2011). Distinguishing participation and inclusion. Journal of planning education and research, 31(3), 272-290.‏
  47. R., & Heene. A. (1997). Reinventing strategic management: New theory and practice for competence – based competition. European management Journal. 15(3), 303-317.
  48. Schwarz, J. O. (2020). Revisiting scenario planning and business wargaming from an Open Strategy perspective. World Futures Review, 12(3), 291-303.‏
  49. Seidl, D., & Werle, F. (2018). Inter-organizational sensemaking in the face of strategic metaproblems: Requisite variety and dynamics of participation. Strategic Management Journal, 39(3), 830–858.
  50. Seidl, D., Whittington, R., & Von Krogh, G. (2019). Cambridge handbook of open strategy preface. Cambridge Handbook of Open Strategy. Cambridge University Press, Cambridge.
  51. K.S and Watson.H. (2002). EIS for the strategic management process, Decision Support System.19, 71 – 85.
  52. Tavakoli, A.,Schlagwein, D., & Schoder, D. (2017). Open strategy: Literature review, re-analysis of cases and conceptualisation as a practice. The Journal of Strategic Information Systems, 26(3), 163-184.
  53. Von Hippel, E., & Von Krogh, G. (2003). Open source software and the “private-collective” innovation model: Issues for organization science, Organization science 14(2), 107-225.
  54. Whittington, R. (2006). Completing the practice turn in strategy research, Organization Studies, 27, 613–634.
  55. Whittington, R., Cailluet, L., & Yakis‐Douglas, B. (2011). Opening strategy Evolution of a precarious profession. British Journal of Management, 22(3), 531-544.
  56. Yakis-Douglas, B., Angwin, D., Ahn, K., & Meadows, M. (2017). Opening M&A strategy to investors: predictors and outcomes of transparency during organizational transition. Range Plan, 423-426.
  57. Yang, W., Xu, K., Lian, J., Ma, C., & Bin, L. (2018). Integrated flood vulnerability assessment approach based. Ecological Indicators 89, 269-280.
فصلنامه مطالعات مدیریت راهبردی
دوره 14، شماره 54
تیر 1402
صفحه 245-264

فایل ها

سابقه مقاله

  • تاریخ دریافت: 22 بهمن 1400
  • تاریخ بازنگری: 01 اردیبهشت 1401
  • تاریخ پذیرش: 01 مهر 1401

هم رسانی

ارجاع به این مقاله

آمار