نوع مقاله : مستخرج از پایان نامه
نویسندگان
1 کارشناس ارشد، دانشگاه آزاد اسلامی واحد تهران شمال، تهران، ایران
2 دکتری مدیریت استراتژیک، دانشگاه علامه طباطبائی
3 گروه بازرگانی ، دانشگاه آزاد اسلامی، واحد تهران شمال، ایران
چکیده
کلیدواژه‌ها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
In complex and ever-changing environments, companies are often required to adopt improvised responses to some unforeseen events and sometimes need strategic improvisation to sustain or thrive. The theoretical gap of this field is to study the effects of strategic improvisation on competitive advantage. In this study, we present a model to examine the effects between strategic improvisation, competitive advantage, and the mediating role of organizational memory. The current research method is descriptive applied, and the structural equation modeling method is used for statistical analysis; in terms of data collection time, it is a cross-sectional survey and quantitative. The statistical population of this research is senior, and key managers in a private sector bank, and a simple random sampling method was used. The validity of the questionnaire's content has been confirmed using experts' opinions and its reliability by calculating Bernbach's alpha coefficients. Using the data collected in this study, we find that strategic improvisation positively affects competitive advantage. The role of organizational memory in this regard was also confirmed, and strategic improvisation can be effective in competitive advantage through corporate memory.
By partially compensating for the lack of a traditional resource-based perspective, we contribute to improving the understanding of strategic improvisation and achieving Sustainable Development Goals. Also, in the end, we provide practical suggestions to senior managers and decision-makers in the banking industry. Today's business world is a world of rapid changes and developments. Therefore, environmental complications are an integral part of today's businesses, and organizations have always faced environmental changes caused by external turbulence. The cause and level of complexity can be attributed to issues such as the development and progress of technology, increasing the speed of information transmission, all organizational stakeholders, influential social, political, and economic factors, competition in the business environment, etc. The degree of complexity significantly affects the type of corporate relationships. One of the methods of studying the market is the turbulent flow of opportunities. Opportunities may need to be faster to emerge in stable and maturing markets but are fleeting in highly dynamic markets. The chance of failure may never present itself to organizations.
For this reason, in this ruthless competitive environment, only uncertainty becomes bold. Environmental uncertainty or agility is an essential facilitator in the field of adaptability, but more is needed. Organizations must turn agility into competitiveness. In other words, act quickly. With the help of classical strategic management, he developed a strategy in complex environments. The process of strategizing in complex environments differs from a step-by-step process of compilation, implementation, and control. It is a permanent process that deals with learning and action according to the feedback of the surrounding factors and drawing conclusions from them. Strategies emerge in such environments. Due to the planning limitations in very dynamic environments, managers need help making decisions. In these conditions, strategic management appears in simple rules during impromptu decisions and prevents the organization from deviating from its path. From the point of view of complexity theory, strategy is the art of maintaining the organization in chaos and turbulence, conditions where freedom and management of the path create creative outputs.
On the other hand, as the speed of strategic decisions increases, the accuracy and quality of these decisions decrease. Such choices require managers to be aware of the organization's surroundings and internal environment and its effects on performance. Developing a suitable strategy and predicting the effects of environmental changes on the organization is deeply related to the awareness and analysis of information from the internal and external environment. To improve the quality of decisions in the shortest possible time, correct information should be available in the shortest possible time. For this purpose, the internal and external environment of the organization should be everywhere, and the continuous organization should be sensitive to environmental information.
As it was observed, due to the theoretical gap in the field of strategic improvisation effect and competitive advantage of the organization and medical factors on this effect of organizational communication, this article developed a model for this perspective designer and put it in the test stage. Extensive experiments from the theoretical model of the current research make this. In addition to confirming the effect of improvisation on competitive advantage and organizational memory, the middle role of corporate memory in the improvisational effects of strategies on the organization's competitive advantage is Confirmed. The final explanation of the model and statement of why it is created should show the title because of the strategy. Emerges and improves development, and by using quick strategic decisions based on strategic decisions, it is possible to improve the agile performance of the organization and adapt itself to the environmental turbulence by using the resulting competitive advantages. He guided the organization on the path of growth and development in a complex environment.
کلیدواژه‌ها [English]
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